Ethical leadership and work engagement practices: a moderated-mediation model

Abstract

Purpose Based on social exchange theory, the present study aimed at investigating the relationship between ethical leadership and work engagement in the health care sector, specifically through the mediating role of self-efficacy and the moderating influence of ethical climate. Design/methodology/approach To evaluate the hypothesized links, data were collected from 322 employees working in Uganda’s health care sector before applying AMOS v.20 and Hayes’ PROCESS macro procedure to examine the suggested relationships. Findings The results provide empirical support for the direct link between ethical leadership and work engagement and the subsequent indirect association through the mediating influence of self-efficacy (SE). In addition, the findings revealed that ethical climate significantly moderated the relationship between ethical leadership and SE as well as the indirect effect of ethical climate on work engagement. Practical implications High levels of work engagement require varied and integrated approaches based on ethical leadership principles, an ethical climate and nurturing self-esteem among employees. Originality/value This study contributes to work engagement literature by identifying SE as an additional mediator and ethical climate as a boundary condition in the ethical leadership-work engagement association.