Ethical and empowering leadership and leader effectiveness

Abstract

PurposeThe purpose of this paper is to examine how ethical leadership and empowering leadership are related to leader‐member exchange relations (LMX), affective commitment, and leader effectiveness.Design/methodology/approachData were collected using questionnaires filled out by 259 subordinates of public and private sector managers. Relationships among variables were analyzed using structural equation modeling.FindingsThe results indicated that ethical leadership and empowering leadership have positive associations with LMX, subordinate affective commitment, and perception of leader effectiveness.Originality/valueThis study is the first to examine the independent and joint relationships of empowering leadership and ethical leadership with leadership effectiveness and the mediating role of LMX.

Influence of Leadership Function, Motivation and Work Discipline on Employees’ Performance

“…The study proves that leadership, motivation and work discipline significantly affect the employees' performance in Tulung Agung District. These results support the Hassan, et al (2013) research which proves the role of leadership can improve employees' motivation and organizational commitment.…”

Participative Leadership and Organizational Identification in SMEs in the MENA Region: Testing the Roles of CSR Perceptions and Pride in Membership

“…Also, mechanisms through which participative leadership can lead to desirable employee outcomes lack examination (Hassan et al, 2013;Miao et al, 2014). The purpose of this study was to determine if and how participative leadership leads to higher OI.…”

“…Moreover, research calls for the examination of potential mediators in the affiliation of participative leadership with the different employee elements as this profoundly lacks examination (e.g., Hassan et al, 2013;Miao et al, 2014). This study intends to address these gaps by investigating how participative leadership possibly leads to increased OI.…”

“…First, the theoretically-grounded framework established in this paper contributes to the leadership literature as it explores the link between participative leadership and OI (Hassan et al, 2013;Miao et al, 2014). Second, by testing the relationship between participative leadership and internal CSR perceptions, this study contributes to the CSR literature because it seeks to determine a possible new antecedent of employee CSR perceptions (Strand, 2011;Tian et al, 2015).…”

Ethical Leadership: The Effect on Employees

“…3;2015 conceptualization about values and ethics in Johnson and Johnson. Hassan et al (2013) argue that the perception of legitimate authority is critical in establishing explicit ways in which employees join hand in pushing back the challenges of altering down value ethics as internal process of business operations. Accordingly, this reflects the ideals of Stacey (2013) in formulating the organizational culture that focuses on team work.…”