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Does supportive supervisor complements the effect of ethical leadership on employee engagement?

Author

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  • Imtiaz Alam
  • Jugindar Singh Kartar Singh
  • Muhammad Umar Islam

Abstract

The purpose of the study is to examine the effect of perceived supervisor support on the relationship between ethical leadership and employee engagement through organisational commitment in eastern culture. The study uses survey data from 389 employees of information technology sector in Pakistan. To study the relationship between the variables, linear regression, and Preacher & Hayes (2004) PROCESS techniques are used. The results of the study show that ethical leadership relates to employee engagement and organisational commitment. Organisational commitment mediates the relationship between ethical leadership and employee engagement. Perceived supervisor support moderates the relationship such that when perceived supervisor support is high, the effect of ethical leadership on employee engagement through organisational commitment is stronger. The results show that the positive perception of the supervisor complements the effect of ethical leadership on employee engagement through organisational commitment. Ethical leadership contributes towards the development and sustenance of organisational commitment and engagement among the employees. Drawing on social exchange theory, this study contributes to the organisational behaviour literature by studying the complementing effect of perceived supervisor support on the relationship between ethical leadership and employee engagement. An area that needs due attention.

Suggested Citation

  • Imtiaz Alam & Jugindar Singh Kartar Singh & Muhammad Umar Islam, 2021. "Does supportive supervisor complements the effect of ethical leadership on employee engagement?," Cogent Business & Management, Taylor & Francis Journals, vol. 8(1), pages 1978371-197, January.
    • Handle: RePEc:taf:oabmxx:v:8:y:2021:i:1:p:1978371
    DOI: 10.1080/23311975.2021.1978371
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    Cited by:

    1. Ratana SOM & Raksmey CHAN, 2024. "Examining Employee Buy-In For Organizational Change: A Structural Equation Model," Studies in Business and Economics, Lucian Blaga University of Sibiu, Faculty of Economic Sciences, vol. 19(2), pages 250-262, August.
    2. Theresa Obuobisa-Darko & Emelia Amoako Asiedu & Frank Ohemeng & Kenneth Parku, 2024. "Managing Employee Engagement in Crisis Situations in Developing Countries: The Case for Responsible Leadership in the Public Sector in Ghana," Public Organization Review, Springer, vol. 24(3), pages 803-821, September.

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