THE EFFECT OF ETHICAL LEADERSHIP ON WORK ENGAGEMENT WHEN TRUST IN LEADER IS IN MEDIATING ROLE: MODERATING ROLE OF SELF-EFFICACY

Abstract

It is obvious that managing organizations with positive leadership styles will bring more commitment to work, which is strategically important for organizations. With the existence of ethical leadership behaviors that create an atmosphere of trust in organizations, the level of commitment of employees to work increases. It has been proven in the literature that besides organizational effects, employees' personal characteristics such as self-efficacy also affect their level of commitment to work. In this context, the effect of ethical leadership on commitment to work will be examined while taking a mediating role trust in leader. At the same time, the moderator role of self-efficacy in this relationship will be explored. For the purpose, data were collected by using a survey method on 365 personnel working in Kayseri industry. As a result of the research, it was determined that trust in the leader has a partial mediating effect on the effect of ethical leadership on commitment to work, while self-efficacy has a regulatory role.

Keywords

• Ethical Leadership
• Trust in Leader
• Work Engagement
• Self-efficacy

LİDERE GÜVEN ARACI ROLDE İKEN ETİK LİDERLİĞİN İŞE ADANMIŞLIK ÜZERİNDEKİ ETKİSİ: ÖZ-YETERLİLİĞİN DÜZENLEYİCİ ROLÜ

Abstract

Örgütlerin pozitif liderlik tarzları ile yönetilmesinin örgütler için stratejik önem arz eden işe adanmışlığı daha fazla gündeme getireceği aşikardır. Örgütlerde güven ortamının oluşmasını sağlayan etik liderlik davranışlarının mevcudiyeti ile çalışanların işe adanma seviyeleri de yükselmektedir. Örgütsel etkilerin yanı sıra çalışanların özyeterlilik gibi kişisel özelliklerinin de işe adanma seviyelerini etkilediği literatürde kanıtlanmıştır. Bu bağlamda çalışma kapsamında lidere güven aracı rolde yer alırken etik liderliğin işe adanmışlık üzerindeki etkisi incelenecektir. Aynı zamanda bu ilişkide öz yeterliliğin düzenleyici rolü araştırılacaktır. Amaç doğrultusunda Kayseri sanayisinde çalışan 365 personel üzerinde anket yöntemi kullanılarak veriler toplanmıştır. Araştırma sonucunda etik liderliğin işe adanmışlık üzerindeki etkisinde lidere güven kısmi aracılık etkisine sahip iken, özyeterliliğin düzenleyici rolde yer aldığı saptanmıştır.

Keywords

• Etik Liderlik
• İşe Adanmışlık
• Lidere Güven
• Özyeterlilik

References

1. Ahmad, I. ve Gao, Y. (2018). Ethical Leadership and Work Engagement The Roles Of Psychological Empowerment and Power Distance Orientation. Management Decision, 56(9), 1991-2005.
2. Bakker, A. B., Albrecht , S.L. ve Leiter, M.P. (2011). Key Questions Regarding Work Engagement. European Journal of Work and Organizational Psychology, 20(1), 4-28.
3. Bakker, A.B. ve Demerouti, E. (2008). Towards A Model of Work Engagement. Career Development Internationa, 13(3), 209-223.
4. Bakker, A.B., Schaufeli, W.B., Leiter, M.P. ve Taris T. (2008). Work Engagement: An Emerging Concept in Occupational Health Psychology. Work and Stress, 22(3), 187-200.
5. Bal Taştan, S. ve Mousavi Davoudi, S. M. (2015). An Examination of the Relationship Between Leader-member Exchange and Innovative Work Behavior with the Moderating Role of Trust in Leader: A Study in the Turkish Context. Procedia - Social and Behavioral Sciences, 181, 23-32
6. Bandura, A. (1982). Self-Efficacy Mechanism in Human Agency, American Psychological Association, 37(2), 122-147.
7. Bandura, A. ve Schunk, H. (1981). Cultivating Competence, Self-Efficacy, and Intrinsic Interest Through Proximal Self-Motivation. Journal of Personality and Social Psychology, 41(3), 586-598.
8. Brown, M., Trevino, L. ve Harrison, D. (2005). Ethical Leadership: A Social Learning Perspective For Construct Development And Testing. Organizational Behavior and Human DecisionProcesses, 97, 117–134.

9. Brown, M.E., Treviño, L.K. (2006). Ethical Leadership: A Review And Future Directions. The Leadership Quarterly, 17, 595–616.
10. Chan, S.C.H. ve Mak, W. (2014). The Impact of Servant Leadership and Subordinates’ Organizational Tenure on Trust in Leader And Attitudes. Personnel Review, 43(2), 272-287.
11. Chen, G., Gully, S. M., & Eden, D. (2001). Validation of a new general self-efficacy scale. Organizational research methods, 4(1), 62-83.
12. Chaudhary, R. Rangnekar, S. ve Barua, M.K. (2013). Engaged Versus Dısengaged: The Role of Occupatıonal Self-Effıcacy, Asian Academy of Management Journal, 18(1), 91-108.
13. Demir, N. (2008a). Liderlik Tarzlarının Örgütsel Adalet İle İlişkisi ve Lidere Olan Güvenin Bu İlişkideki Rolü. Öneri Dergisi, 8(30), 195-205.
14. Demir, K. (2008b). Transformational Leadership and Collective Efficacy: The Moderating Roles of Collaborative Culture and Teachers’ Self-Efficacy. Egitim Arastirmalari - Eurasian Journal of Educational Research, 33, 93-112.
15. Demirtaş, Ö. (2015). Ethical Leadership Influence at Organizations: Evidence From the Field. Journal of Business Ethics, 126(2), 273-284.
16. Demirtaş, Ö. ve Karaca, M. (Ed.). (2020). A Handbook of Leadership Styles, 1st Edition, Cambridge Scholars Publishing.
17. Demirtaş, Ö., Hannah, S. T., Gök, K., Arslan, A., ve Çapar, N. (2017). The Moderated Influence of Ethical Leadership, Via Meaningful Work, on Followers’ Engagement, Organizational Identification and Envy. Journal of Business Ethics, 145(1), 183-199.
18. Den Hartog, D.N. ve Belschak, F.D. (2012). Work Engagement and Machiavellianism in The Ethical Leadership Process. Journal of Business Ethics, 107, 35–47.
19. Eden , D. ve Aviram, A. (1993). Self-Efficacy Training To Speed Reemployment: Helping People To Help Themselves. Journal of Applied Psychology, 78, 352 - 360.
20. Engelbrecht, A.S, Heine, G. ve Mahembe, B. (2014). The Influence of Ethical Leadership on Trust and Work Engagement: An Exploratory Study. SA Journal of Industrial Psychology, 40(1), 1-9.
21. Engelbrecht, A.S, Heine, G., ve Mahembe, B. (2017). Integrity, Ethical Leadership, Trust and Work Engagement. Leadership and Organization Development Journal, 38(3), 368-379.
22. Engelbrecht, A.S.,Heine, G. ve Mahembe, B., (2015). “The Influence of Integrity and Ethical Leadership on Trust in The Leader”, Management Dynamics, 24(1), 2-10.
23. Ferrin, D. L. ve Dirks, K.T., (2002). Trust in Leadership: Meta-Analytic Findings and Implications for Research and Practice. Journal of Applied Psychology. 87(4), 611 628.
24. Groebner, D. F., Shannon, P. W. ve Fry, S. (1993). Study Guide to Accompany: Business Statistics: A Decision-making Approach. Merrill Publisher, Macmillan.
25. Hakanen, J., Bakker, A.B., Schaufeli, W.B., (2006). Burnout and Work Engagement Among Teachers. Journal of School Psychology, 43, 495 – 513.
26. Hassan, A. ve Ahmed, F. (2011). Authentic Leadership, Trust and Work Engagement. International Journal of Human and Social Sciences, 6(3), 164–170.
27. Henson, R. K. (2001). Teacher Self-Efficacy: Substantive Implications and Measurement Dilemmas. Annual Meeting of the Educational Research Exchange Book, University of North Texas, 1-24.
28. Hoch, J. E., Bommer, W. H., Dulebohn, J. H., ve Wu, D. (2018). Do Ethical, Authentic and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis. Journal of Management, 44(2), 501-529.
29. Hsieh, C.C. ve Wang, D.S. (2015). Does Supervisor-Perceived Authentic Leadership Influence Employee Work Engagement Through Employee-Perceived Authentic Leadership and Employee Trust?. The International Journal of Human Resource Management, 26(18), 2329-2348.
30. Jaiswal, N.K. ve Dhar, R.L. (2016). Fostering Employee Creativity through Transformational Leadership: Moderating Role of Creative Self-Efficacy. Creatıvıty Research Journal. 28(3), 367–371.
31. Jordon, J., Brown, M.E., Treviño, L. K., Finkelstein, S. (2013). Someone to Look Up To: Executive–Follower Ethical Reasoning and Perceptions of Ethical Leadership. Journal of Management, 39(3), 660-683
32. Kalshoven, K., Den Hartog, D. N. ve De Hoogh, A. H. B. (2011). Ethical Leadership at Work Questionnaire (ELW): Development and Validation of A Multidimensional Measure. The Leadership Quarterly, 22, 51–69.
33. Kelloway, E.K., Turner, N., Barling, J. ve Loughlin, C. (2012). Transformational Leadership And Employee Psychological Well-Being: The Mediating Role of Employee Trust in Leadership. Work&Stress, 26(1), 39-55.
34. Lunenburg, F.C. (2011). Self-Efficacy in the Workplace: Implications for Motivation and Performance. Internatıonal Journal of Management, Busıness and Administration, 14(1), 1-6.
35. Mitonga-Monga, J., Flotman, A.P. ve Cilliers, F. (2016). Work Place Ethics Culture and Work Engagement: The Mediating Effect of Ethical Leadership in A Developing World Context, Journal of Psychology in Africa, 26:4, 326-333
36. Mo, S., Shi, J. (2017). Linking Ethical Leadership to Employee Burnout, Work Place Deviance and Performance: Testing the Mediating Roles of Trust in Leader and Surface Acting”, Journal of Business Ethics, 144, 293-303.
37. Munir, F. ve Nielsen, K. (2009). Does Self-Efficacy Mediate The Relationship Between Transformational Leadership Behaviours and Healthcare Workers’ Sleep Quality? A Longitudinal Study, Journal of Advanced Nursıng, 65(9), 1833-1843.
38. Nakip, M. (2003). Pazarlama Araştırmaları Teknikler ve (SPSS Destekli) Uygulamalar, Seçkin Yayıncılık, 1. Baskı, Ankara.
39. Piccolo, R.F., Greenbaum, R., Denhartog, D.N. ve Folger R. (2010). The Relationship Between Ethical Leadership and Core Job Characteristics. Journal of Organizational Behavior, 31, 259-278.
40. Podsakoff, P. M. ve Organ, D. W. (1986). “Self-Reports in Organizational Research: Problems And Prospects”, Journal of Management, 12(4), 531-544.
41. Podsakoff, P.M., MacKenzie, S.B., Moorman, R.H. ve Fetter, R., (1990). Transformational Leader Behaviors And Their Effects On Followers’ Trust in Leader, Satisfaction and Organizational Citizenship Behaviors, Leadership Quarterly, 1(2), 107-142.
42. Preacher, K. and Hayes, A.F. (2004). SPSS and SAS Procedures for Estimating Indirect Effects in Simple Mediation Models, Behavior Research Methods, Instruments, & Computers, 36(4), 717-731.
43. Ren, S. ve Chadee, D. (2017). Ethical Leadership, Self-efficacy and Job Satisfaction in China: the Moderating Role of Guanxi. Personnel Review, 46(2), 371-388.
44. Rubin, R.S., Bommer, W.H. ve Bachrach, D.G. (2010). Operant Leadership and Employee Citizenship: A Question of Trust?”, The Leadership Quarterly, 21(3), 400-408.
45. Salanova, M., Lorente, L., Chambel, M.J. ve Martìnez, I.M. (2011). Linking Transformational Leadership To Nurses’ Extra-Role Performance: The Mediating Role of Self-Efficacy And Work Engagement, Journal of Advanced Nursıng, 67(10), 2256-2266.
46. Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness studies, 3(1), 71-92.
47. Schaufeli, W., Bakker, A. ve Salanova, M. (2006). The Measurement of Work Engagement With a Short Questionnaire A Cross-National Study. Educational and Psychological Measurement, 66(4), 701-716.
48. Schaufeli, W.B. ve Bakker, A. B. (2004). Job Demands, Job Resources and Their Relationship with Burnout and Engagement: A Multi-sample Study. Journal of Organizational Behavior, 25, 293-315.
49. Snyder C. R. ve Lopez S. (2002). Handbook of Positive Psychology. US:Oxford University Press.
50. Ugwu, F.O., Onyishi, I.E. ve Rodrı´guez-Sa´nchez, A.M. (2014). Linking Organizational Trust With Employee Engagement: The Role of Psychological Empowerment, Personnel Review, 43(3), 377-400.
51. Van den Akker, L., Heres, L., Lasthuizen, K., Six, F. (2009). Ethical Leadership and Trust: It’s All About Meetıng Expectations, International Journal of Leadership Studies, 5(2), 102-122.
52. Velez, M. J. ve Neves, P. (2018). Shaping Emotional Reactions To Ethical Behaviors: Proactive Personality As A Substitute For Ethical Leadership. The Leadership Quarterly, 29, 663–673.
53. Walumbwa, F.O., Lawler, J.J., Avolio, B.J., Wang, P., Shi, K. (2005). Transformational Leadership and Work-RelatedAttitudes: The Moderating Effects of Collective and Self-Efficacy Across Cultures, Journal of Leadership and Organizational Studies, 11(3), 2-16.
54. Walumbwa, F.O., Mayer, D.M., Wang, P., Wang, H., Workman, K., ve Chrıstensen, A.L. (2011). Linking Ethical Leadership to Employee Performance: The Roles of Leader-Member Exchange, Self-Efficacy and Organizational Identification. Organizational Behavior and Human Decision Processes , 115(2), 204-213
55. Wang, D., Gan, C., Wu, C. ve Wang, D. (2015). Ethical Leadership and Employee Voice: Employee Self-Efficacy And Self-Impact As Mediators, Psychological Reports: Employment Psychology and Marketing, 116(3), 751-767.
56. Wang, D.S ve Hsieh, C.C. (2013). The Effect of Authentic Leadership on Employee Trust and Employee Engagement. Social Behavior And Personality, 41(4), 613-624.
57. Wong, C.A., Spence-Laschinger, H.K. ve Cummings, G.G. (2010). Authentic Leadership and Nurses’ Voice Behaviour and Perceptions of Care Quality. Journal of Nursing Management, 18, 889-900.
58. Zhang, X. ve Zhou, J. (2014). Empowering Leadership, Uncertainty Avoidance, Trust, And Employee Creativity: Interaction Effects and A Mediating Mechanism, Organizational Behavior and Human Decision Processes, 124(2), 150-164.
59. Zhu, W., Newman, A., Miao, Q. ve Hooke, A. (2013). Revisiting The Mediating Role of Trust in Transformational Leadership Effects: Do Different Types Of Trust Make A Difference?. The Leadership Quarterly, 24(1), 94-105.