The relationship between ethical leadership, organizational commitment and Zero Accident Vision implementation in the defense industry

2020 ◽  
pp. 1-11
Author(s):  
Dragan Igić ◽  
Milovan Vuković ◽  
Snežana Urošević ◽  
Ivana Mladenović-Ranisavljević ◽  
Danijela Voza
Keyword(s):  
Organizational Commitment ◽  
Ethical Leadership ◽  
Defense Industry ◽  
The Relationship

The relationship between ethical leadership and employee voice: The roles of error management climate and organizational commitment

2019 ◽  
pp. 1-19 ◽  
Author(s):  
Jin Cheng ◽  
Haiqing Bai ◽  
Caixia Hu
Keyword(s):  
Organizational Commitment ◽  
Ethical Leadership ◽  
Employee Voice ◽  
Error Management ◽  
Voice Behavior ◽  
Mediating Role ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

AbstractStudies have shown that voice could be utilized as an effective method to improve organizational effectiveness. This study explores the relationship between ethical leadership and employee voice behavior by focusing on the mediating role of the error management climate and the moderating role of the employee's organizational commitment. Analysis of data collected in three phases in China indicates that the error management climate partly mediates the relationship between ethical leadership and voice behavior. Also, organizational commitment is found to moderate the relationship between the error management climate and voice behavior. Theoretical and practical implications of these results are discussed.

scholarly journals The Performance Implications of Job Insecurity: The Sequential Mediating Effect of Job Stress and Organizational Commitment, and the Buffering Role of Ethical Leadership

2020 ◽  
Vol 17 (21) ◽  
pp. 7837
Author(s):  
Min-Jik Kim ◽  
Byung-Jik Kim
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Job Stress ◽  
Ethical Leadership ◽  
Job Insecurity ◽  
Mediating Effect ◽  
Data Set ◽  
And Performance ◽  
The Relationship

Although previous works have examined how job insecurity affects the perceptions, attitudes, and behaviors of members in an organization, those studies have not paid enough attention to the relationship between job insecurity and performance or the mediating processes in that relationship. Considering that organizational performance is a fundamental target or purpose, investigating it is greatly needed. This research examines both mediating factors and a moderator in the link between job insecurity and organizational performance by building a moderated sequential mediation model. To be specific, we hypothesize that the degree of an employee’s job stress and organizational commitment sequentially mediate the relationship between job insecurity and performance. Furthermore, ethical leadership could moderate the association between job insecurity and job stress. Using a three-wave data set gathered from 301 currently working employees in South Korea, we reveal that not only do job stress and organizational commitment sequentially mediate the job insecurity–performance link, but also that ethical leadership plays a buffering role of in the job insecurity–job stress link. Our findings suggest that the degree of job stress and organizational commitment (as mediators), as well as ethical leadership (as a moderator), function as intermediating mechanisms in the job insecurity–performance link.

scholarly journals The Impact of Ethical Leadership & Civility on Organizational Commitment: The Mediating Role of Work Engagement

2021 ◽  
Vol 8 (1) ◽  
Author(s):  
Mahboob Alam ◽  
Fozia GUL ◽  
Dr. Muhammad IMRAN
Keyword(s):  
Organizational Commitment ◽  
Work Engagement ◽  
Ethical Leadership ◽  
Leadership Behaviors ◽  
Manufacturing Sector ◽  
Empirical Support ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship

Purpose – This paper holds the purpose to investigate the impact of ethical leadership and civility on organizational commitment and also to explore mediating role of work engagement in the relationship. Design/methodology/approach – With questionnaire survey, the current paper uses a sample of 340 employees from manufacturing sector of Lahore Pakistan. To test the hypotheses, analysis was accomplished by using Statistical Package for Social Science Software, through confirmatory factor and regression analysis. Findings – The results revealed that ethical leadership and civility have positive impact on organizational commitment. Strong empirical support also proved that work engagement mediates the relationship between ethical leadership, civility and organizational commitment. Research limitations/implications – This study design is cross-sectional, consequently accuracy of assumption concerning causality is restrictive. Practical implications – Results of this study discovered the importance of ethical leadership behaviors which play noteworthy role in developing employees and ethical organizational culture & support to ascertain an organizational ethical environment that leads to maximize work engagement and organizational commitment. Thus, ethical leadership behaviors & civility might be the key and most suitable practices to be implemented in manufacturing sector of Pakistan. Originality/value – This paper adds to the existing ethical leadership and civility literature by identifying work engagement as an additional mediator in the relationship between ethical leadership, civility and organizational commitment

scholarly journals Impact of Ethical Leadership on Employee Engagement: Role of Self-Efficacy and Organizational Commitment

2021 ◽  
Vol 11 (3) ◽  
pp. 962-974
Author(s):  
Fouzia Ashfaq ◽  
Ghulam Abid ◽  
Sehrish Ilyas
Keyword(s):  
Organizational Commitment ◽  
Employee Engagement ◽  
Ethical Leadership ◽  
Self Efficacy ◽  
Bootstrap Method ◽  
Moral Leadership ◽  
Leader Support ◽  
Private And Public ◽  
Time Lagged ◽  
The Relationship

The aim of this study was to examine the roles of self-efficacy and organizational commitment in the sequential mediation of the relationship between ethical leadership and employee engagement. Data were collected through self-reported questionnaires of employees from private and public sector organizations of Pakistan. We opted for a three-wave time-lagged design, and we used the PROCESS macro by Hayes on a sample of 211 employees (35% male, 65% female) via the 2000 re-sample bias-corrected bootstrap method. The results show a significant relationship between ethical leadership and employee engagement with mediating effects of self-efficacy and organizational commitment. Self-efficacy and organizational commitment fully mediated the relationship. The results provide insight into the understanding of employee behavior, particularly in the presence of moral leadership. Drawing on the conservation of resource theory, we examined how ethical leader support enables employees to invest their resources into positive outcomes. Theoretical and practical implications are discussed.

The impact of ethical leadership on organizational citizenship behavior

2018 ◽  
Vol 39 (1) ◽  
pp. 100-113 ◽  
Author(s):  
qi Yang ◽  
hua Wei
Keyword(s):  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Ethical Leadership ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Content Type ◽  
Team Members ◽  
Workplace Ostracism ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to clarify the relationship between ethical leadership and employee organizational citizenship behavior (OCB), specifically the mechanisms through which ethical leadership impacts employee OCB, and the moderating role of workplace ostracism. Design/methodology/approach The study used the survey-based dyad data collected from middle management team members and their immediate subordinates in Chinese companies. Multiple regression analysis was used to test the research hypothesis. Findings The empirical findings indicate that ethical leadership positively influences employee OCB. Organizational commitment mediates the relationship between ethical leadership and employee OCB. Furthermore, the effect of ethical leadership on employee OCB directly and indirectly (via organizational commitment) is moderated by workplace ostracism. Originality/value This paper adds to knowledge about the relationship between ethical leadership and employee OCB and contributes to better understand workplace ostracism.

scholarly journals ETHICAL LEADERSHIP DAN KOMITMEN ORGANISASI SEBAGAI PREDIKTOR INTENSI TURNOVER KARYAWAN

Proyeksi ◽  
2020 ◽  
Vol 15 (1) ◽  
pp. 1
Author(s):  
Alvia Diah Fitriana ◽  
Ruseno Arjanggi
Keyword(s):  
Organizational Commitment ◽  
Ethical Leadership ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Hypothesis Test ◽  
Negative Relationship ◽  
Sampling Technique ◽  
Employee Turnover Intention ◽  
The Relationship ◽  
Ethical Leadership Scale

The purpose of this study was to determine the relationship between Ethical Leadership and organizational commitment to employee turnover intention. Turnover intention is a desire to stop or get out of his work and wish to change jobs. The subjects used in the study were 150 employees. The method used for sampling uses a purposive sampling technique. The scale used at the time of this research was the turnover intention scale with reliability 0.796, Ethical Leadership scale with reliability 0.879, and organizational commitment scale with reliability 0.802. Data analysis used in this study is regression analysis with two predictors and partial correlation. The first hypothesis test results obtained a score of F = 26.217, R = 0.613, and p = 0.000 (p <0.05). Thus it can be seen that there is a relationship between Ethical Leadership and organizational commitment to employee turnover intensity. The second hypothesis obtained rx1y = 0.274 and a significance of 0.009 (p <0.05). These results prove that there is a positive relationship between Ethical Leadership and turnover intensity. The third hypothesis obtained the results of rx2y = -0.612 with a significance of 0,000 (p <0.05). The results explained prove that there is a negative relationship between organizational commitment and turnover intention.

Ethical leadership and organizational commitment: the dual perspective of social exchange and empowerment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dongkyu Kim ◽  
Christian Vandenberghe
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Ethical Leadership ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Structural Equations ◽  
Normative Commitment ◽  
Content Type ◽  
Indirect Relationship ◽  
The Relationship

PurposeGiven recent prominent ethical scandals (e.g. Tesla, Uber) and the increasing demand for ethical management, the importance of business ethics has recently surged. One area that needs further research regards how ethical leaders can foster followers’ organizational commitment. Drawing upon social exchange theory, the current research proposes that ethical leadership relates to follower affective and normative commitment through perceived organizational support (POS). Moreover, based on self-determination theory, we expected follower psychological empowerment to positively moderate the relationship between ethical leadership and commitment components.Design/methodology/approachData were collected using a three-wave study among employees from multiple organizations (N = 297) in Canada. Structural equations modeling and bootstrapping analyses were applied to test the hypotheses.FindingsThe results showed that ethical leadership was positively related to follower affective and normative commitment through POS. Furthermore, the relationship between ethical leadership and POS was stronger at high levels of empowerment. This moderating effect extended to the indirect relationship between ethical leadership and commitment components.Originality/valueThis study counts among the few investigations that have examined the mechanisms linking ethical leadership to followers’ organizational commitment and boundary conditions associated with this relationship. Moreover, our findings were obtained while controlling for transformational leadership, which highlights the incremental validity of ethical leadership.

scholarly journals Bent and Fight, Survive and Succeed; Exploring the Relationship Among Conflict, Ethics, Resilience and Commitment

2019 ◽  
Vol 15 (1) ◽  
pp. 46-62
Author(s):  
Asif Hussain Samo ◽  
Keyword(s):  
Organizational Commitment ◽  
Conflict Management ◽  
Leadership Style ◽  
Ethical Leadership ◽  
Structural Equation ◽  
Survey Method ◽  
Organizational Setting ◽  
Private Organizations ◽  
Turn Over ◽  
The Relationship

The study aimed at examining the effect of conflict management and ethical leadership on employee resilience and organizational commitment of the employees in the organizational setting of Pakistan. With quantitative approach, survey method was used. Data was collected on adopted instruments from 326 employees of private organizations through questionnaire. Partial Least Squares structural equation modelling was used to diagnose the data and test hypothesis on Smart-PLS. Bootstrapping was also performed for data analysis. The results show that there is positive effect of conflict management on employee resilience and organizational commitment. It was revealed that when leaders adopt ethical leadership style, employee tend to be more resilient in their work and their commitment towards that organization enhances. Organization should bread better conflict management policies and cultivate ethical leadership to mitigate the turn-over, retain their best talent and augment their resilient abilities to face hardships in this ever-changing world.

The relationship between ethical leadership and organizational commitment in banking sector of Jordan

2018 ◽  
Vol 34 (3) ◽  
pp. 187-203 ◽  
Author(s):  
Ahmad Nasser Abuzaid
Keyword(s):  
Organizational Commitment ◽  
Ethical Leadership ◽  
High Performance ◽  
Affective Commitment ◽  
Banking Sector ◽  
Stock Exchange ◽  
Normative Commitment ◽  
Content Type ◽  
Body Of Knowledge ◽  
The Relationship

Purpose Organizations with committed employees create a sustainable high-performance and stable environment over the long term. Leadership should be a key component determining organizational commitment. Therefore, the purpose of this paper is to examine the relationship between ethical leadership and its association to employee commitment. Design/methodology/approach A quantitative method was chosen for this study because the objective was to correlate variables and predict a set of outcomes. Employees from 13 commercial banks listed in Amman Stock Exchange completed a survey designed to gather their perceptions of study variables. Findings The results show that there is a positive and significant relationship between ethical leadership and two components of organizational commitment, namely, affective commitment and normative commitment. Additionally, the results show that there is no relationship between ethical leadership and continuous commitment. Research limitations/implications The study was conducted in the banking sector of Jordan. Therefore, the results may not generalize to other sectors. Additionally, this study might have self-selection and non-response bias. This occurs when the entities in the sample are given a choice to participate. If a set of members in the sample decides not to participate, it reduces the ability to generalize the results to the entire population. Practical implications Managers should strive to enhance the levels of both affective and normative commitment in their organizations and that the ethical leadership of managers plays a significant role in developing employees and ethical organizational cultures. Originality/value To date, there has been little empirical research regarding the relationship between ethical leadership and its influence on organizational commitment, and, as such, this study has been beneficial in its contribution to the early body of knowledge of ethical leaderships which provides confirmatory evidence about a significant effect that perceived ethical leadership has on organizational.

Sign in / Sign up

Export Citation Format

Share Document