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Sustainable Ethical Leadership and Employee Outcomes in the Hotel Industry in Cameroon

Author

Listed:
  • Magdaline Enow Mbi Tarkang Mary

    (Faculty of Tourism, Eastern Mediterranean University, Gazimagusa, North Cyprus, P.O. Box 99628, via Mersin 10, Turkey)

  • Ali Ozturen

    (Faculty of Tourism, Eastern Mediterranean University, Gazimagusa, North Cyprus, P.O. Box 99628, via Mersin 10, Turkey)

Abstract

Lack of sustainability in ethical behavior is one of the principal reasons for unsustainable outcomes. The present study observes how sustainability in ethical leadership affects employee outcomes like trust, effective commitments, and organizational deviance. Ethical behavior and decisions of leaders will continue to be a source of concern in organizations where deviant actions are carried out by employees. The perception of bad ethics becomes a threat to the success of the organization. This study examines the impact of ethical leadership (EL) on trust (TR), affective commitment (AC), and deviance behavior of employees in the hotel industry. Using convenience sampling and a cross-sectional research method, the study made use of 150 questionnaires to get the perceptions of the respondents about the constructs. Data were obtained from employees of hotels in Cameroon. Confirmatory factor analysis, path analysis, and correlation analysis were conducted to assess the primary outcomes and to test the causality between each set of variables. The results showed that ethical leadership encourages employees to build trust in their leaders. Employees become effectively committed to their jobs and, thus, find no reason to engage in deviance actions. Furthermore, the results also confirm that trust feelings towards the leader by the employees positively influence affective commitment, hence, prevent deviance actions. Therefore, effectively committed employees do not engage in organizational deviance behaviors (OD). In light of these results, practical implications and recommendations are provided for decision-makers and future researchers.

Suggested Citation

  • Magdaline Enow Mbi Tarkang Mary & Ali Ozturen, 2019. "Sustainable Ethical Leadership and Employee Outcomes in the Hotel Industry in Cameroon," Sustainability, MDPI, vol. 11(8), pages 1-18, April.
    • Handle: RePEc:gam:jsusta:v:11:y:2019:i:8:p:2245-:d:222728
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    References listed on IDEAS

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    Cited by:

    1. Seung-Wan Kang, 2019. "Sustainable Influence of Ethical Leadership on Work Performance: Empirical Study of Multinational Enterprise in South Korea," Sustainability, MDPI, vol. 11(11), pages 1-17, June.
    2. Rawan Alafeshat & Cem Tanova, 2019. "Servant Leadership Style and High-Performance Work System Practices: Pathway to a Sustainable Jordanian Airline Industry," Sustainability, MDPI, vol. 11(22), pages 1-21, November.
    3. Milota Vetráková & Ivana Šimočková & Kristína Pompurová, 2019. "Age and Educational Diversification of Hotel Employees and Its Impact on Turnover," Sustainability, MDPI, vol. 11(19), pages 1-14, September.
    4. Alola Uju Violet & Alafeshat Rawan & Tarkang Marymagdaline Enowmbi & Lafmajani Soolmaz Azarmi, 2023. "Can Paradoxical Leadership Be the Game Changer in Driving Organisations against Negative Practices?," European Journal of Tourism, Hospitality and Recreation, Sciendo, vol. 13(2), pages 252-265, December.
    5. Nazanin Naderiadib Alpler & Huseyin Arasli & Winifred Lema Doh, 2021. "The Moderating Role of Employability in the Hospitality Industry: Undesired Job Outcomes," SAGE Open, , vol. 11(1), pages 21582440219, February.

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