Ethical leadership and work engagement: A moderated mediation model

Rana Muhammad Naeem; Qingxiong Weng; Zahid Hameed; Muhammad Imran Rasheed

doi:10.1080/10508422.2019.1604232

Ethical leadership and work engagement: A moderated mediation model

Rana Muhammad Naeem^*
, Qingxiong Weng
, Zahid Hameed
, Muhammad Imran Rasheed

^*Corresponding author for this work

Department of Management and Marketing

Research output: Contribution to journal › Article › peer-review

32 Scopus citations

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.

Original language	English
Pages (from-to)	63-82
Number of pages	20
Journal	Ethics and Behavior
Volume	30
Issue number	1
DOIs	https://doi.org/10.1080/10508422.2019.1604232
State	Published - 2 Jan 2020

Bibliographical note

Publisher Copyright:
© 2019, Copyright © 2019 Taylor & Francis Group, LLC.

Keywords

Ethical leadership
LMX
self-efficacy
social cognitive theory
work engagement

ASJC Scopus subject areas

Social Psychology
General Psychology

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

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10.1080/10508422.2019.1604232

Cite this

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title = "Ethical leadership and work engagement: A moderated mediation model",

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.",

keywords = "Ethical leadership, LMX, self-efficacy, social cognitive theory, work engagement",

author = "Naeem, \{Rana Muhammad\} and Qingxiong Weng and Zahid Hameed and Rasheed, \{Muhammad Imran\}",

note = "Publisher Copyright: {\textcopyright} 2019, Copyright {\textcopyright} 2019 Taylor \& Francis Group, LLC.",

year = "2020",

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doi = "10.1080/10508422.2019.1604232",

language = "English",

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T1 - Ethical leadership and work engagement

T2 - A moderated mediation model

AU - Naeem, Rana Muhammad

AU - Weng, Qingxiong

AU - Hameed, Zahid

AU - Rasheed, Muhammad Imran

PY - 2020/1/2

Y1 - 2020/1/2

N2 - 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.

AB - 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.

KW - Ethical leadership

KW - LMX

KW - self-efficacy

KW - social cognitive theory

KW - work engagement

UR - https://www.scopus.com/pages/publications/85065301991

U2 - 10.1080/10508422.2019.1604232

DO - 10.1080/10508422.2019.1604232

M3 - Article

AN - SCOPUS:85065301991

SN - 1050-8422

VL - 30

SP - 63

EP - 82

JO - Ethics and Behavior

JF - Ethics and Behavior

IS - 1

ER -

Ethical leadership and work engagement: A moderated mediation model

Abstract

Bibliographical note

Keywords

ASJC Scopus subject areas

UN SDGs

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Cite this