Research article | Open Access
International Journal of Excellent Leadership 2026, Vol. 6(1) 77-88
Faith, Burnout, and Staying Power: A Qualitative Study of Organizational Citizenship Behavior and Leadership Resilience During Crisis
pp. 77 - 88
Publish Date: June 30, 2026 | Single/Total View: 0/0 | Single/Total Download: 0/0
Abstract
This qualitative study explores why certain leaders remained in their roles during the COVID-19
crisis and how organizational citizenship behavior (OCB), perceived organizational support
(POS), and personal faith contributed to their staying power. Six leaders from diverse U.S.
sectors described rapid change, isolation, blurred home and work boundaries, and emotional
strain. Thematic analysis revealed four core influences on persistence: faith as a source of moral
grounding and stability; altruistic concern for others; the disciplined maintenance of standards
despite uneven support; and integrity-based decision making within an individualistic culture.
Participants continued to enact behaviors associated with OCB, including reliability, compassion,
constructive engagement, and responsible organizational involvement. Faith practices helped
reframe adversity, supported coping, and reinforced identity alignment. The findings suggest that
leader persistence relies more on spiritual grounding, moral meaning, and relational commitment
than on external incentives. Organizations are encouraged to acknowledge moral labor,
strengthen community, and cultivate supportive environments that protect leader well-being.
Keywords: leadership retention, organizational citizenship behavior, faith and resilience, burnout, perceived organizational support and burnout, qualitative phenomenology
APA 7th edition
McKinnon, C. (2026). Faith, Burnout, and Staying Power: A Qualitative Study of Organizational Citizenship Behavior and Leadership Resilience During Crisis. International Journal of Excellent Leadership, 6(1), 77-88.
Harvard
McKinnon, C. (2026). Faith, Burnout, and Staying Power: A Qualitative Study of Organizational Citizenship Behavior and Leadership Resilience During Crisis. International Journal of Excellent Leadership, 6(1), pp. 77-88.
Chicago 16th edition
McKinnon, Cherie (2026). "Faith, Burnout, and Staying Power: A Qualitative Study of Organizational Citizenship Behavior and Leadership Resilience During Crisis". International Journal of Excellent Leadership 6 (1):77-88.
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