Ethical leadership and work engagement: A moderated mediation model

Rana Muhammad Naeem · Qingxiong Derek Weng · Zahid Hameed · Muhammad Imran Rasheed

48 citations0/0 files storedEthics & Behavior

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Job Satisfaction and Organizational Behavior Workplace Spirituality and Leadership Employee Performance and Leadership

Abstract

Drawing on social cognitive theory, this study extends our understanding of the relationship between ethical leadership and employee work engagement, by exploring self-efficacy as an important mediating variable. In addition, we propose that the quality of LMX moderates the relationships such that the direct and indirect relationships between ethical leadership, self-efficacy, and work engagement are stronger when the quality of LMX is high. Data collected in two-waves from 373 respondents working in different manufacturing organizations of Pakistan supported our hypothesized theoretical model. Theoretical and practical implications are discussed.

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1978Social Learning Theory.2000Structural equation modeling with AMOS: basic concepts, applications, and programming 2001Social Cognitive Theory: An Agentic Perspective 1977Social Learning Theory 2004Job demands, job resources, and their relationship with burnout and engagement: a multi‐sample study 2006The Measurement of Work Engagement With a Short Questionnaire 1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective

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