This study responds to recent calls for research on how and why ethical leadership is related to employee outcomes. Drawing on self-concept–based theory and substitutes-for-leadership theory, the study examines both the mediating and moderating role of work meaningfulness on the relationship between ethical leadership and work engagement. Using a sample of Egyptian public hospital nurses, the results of structural equation modeling (SEM) revealed that work meaningfulness partially mediated the relationship between ethical leadership and engagement. Furthermore, the results showed the positive relationship between ethical leadership and work engagement was stronger for employees who experienced lower rather than higher levels of meaningfulness. Thus, public sector organizations need to put emphasis on nurturing ethical leadership and stimulating employees’ sense of work meaningfulness. However, they need to be aware that, sometimes, they may not be able to get “double the benefits” when they invest in developing both.

Very limited attention has been given by scholars to the relationship between servant leadership and employee behaviors in the public sector and not much is known about the mechanisms through which this relationship may take place. This study examines the relationship between servant leadership and proactive behaviors in the Egyptian public health sector and investigates the role of leader–member exchange (LMX) as a mediator. Using a sample of Egyptian public hospital nurses, the results of structural equation modeling (SEM) indicate that servant leadership was positively related to LMX which, in turn, had a significant positive association with proactive behavior. Thus, servant leaders encourage employees to engage in proactive behavior through enhancing the quality of their exchange relationship with their supervisors.