Abstract
Orientation: Work engagement is increasingly becoming an important outcome for organisational success. A trusting and ethical relationship between leaders and followers is likely to positively contribute to the work engagement of employees.Research purpose: The aim of the study was to investigate the relationship between ethical leadership and trust in the leader and the effect these constructs have on the work engagement of employees.Motivation for the study: The study on the role of ethical leadership practices on employee engagement was motivated by the need to create an engaged workforce and a trusting work environment.Research approach, design and method: Data was collected using an electronic web-based questionnaire comprising three scales, namely the Utrecht Work Engagement Scale (UWES),Leader Trust Scale (LTS) and the Leadership of Ethics Scale (LES). In total, 204 completed questionnaires were returned. Data was analysed by means of item and confirmatory factor analysis conducted via structural equation modelling (SEM).Main findings: High levels of reliability were found for all the measurement scales used. The results from the structural equation modelling (SEM) indicated positive relationships between trust in the leader and work engagement, between ethical leadership and work engagement and between ethical leadership and trust in the leader.Practical/managerial implications: The findings emphasise the role played by ethical leadership behaviour of managers in promoting work engagement through the creation of employee relationships anchored on trust. Future studies should develop the theoretical model further by identifying other variables that influence work engagement.Contribution/value-add: Organisations today still face the challenge of developing an effective strategy for achieving work engagement. The ethical leadership style of managers is likely to create an ethical and trusting work climate conducive to the work engagement of employees.This is likely to enhance productivity as well as employee creativity and innovation.
Highlights
Organisations strive to be successful and productive in the competitive global market
Den Hartog and Belschak (2012) confirmed that ethical leadership has a positive relationship with work engagement (β = 0.54; p < 0.01)
A positive relationship between trust in the leader and the work engagement of the employee was confirmed through the statistical techniques (t = 2.47; p < 0.05)
Summary
Organisations strive to be successful and productive in the competitive global market. One of the major factors or motivators of productivity and performance is work engagement (Bakker & Demerouti, 2008; Den Hartog & Belschak, 2012; Gruman & Saks, 2011; Rich, Lepine & Crawford, 2010; Tims, Bakker & Xanthopoulou, 2011). Employees will be productive and perform well in the company when they are really engaged in the work. Identifying the situations that foster the work engagement of employees is vital for the sustainability and growth of organisations (Lin, 2009). According to Lin (2009), one of the conditions that are critical in strengthening work engagement is organisational trust. Because employees are more likely to engage in their work if they are self-motivated to perform their role, trust on the part of management is essential. Trust is a core element in the relationship between an organisational leader and subordinates, and it has an influence on how positively the employee will perceive the work environment
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