Date

4-2019

Department

Graduate School of Business

Degree

Doctor of Business Administration (DBA)

Chair

Mark Ellis

Keywords

Ethical Leadership Behavior, Ethical Culture, Employee Engagement, Faculty Engagement

Disciplines

Business | Leadership Studies

Abstract

In this non-experimental correlational study, the researcher examined the combined influence of ethic leadership behavior and organizational ethical culture on employee engagement, where ethical behaviors acts as a mediating variable. The investigator extended the applicability of prior studies by examining a well-educated, professional working population, the faculty of colleges and universities in North and South Carolina. The study employed a survey methodology utilizing reliable and valid instruments developed by others in previous research. The findings demonstrate that ethical leadership behavior in managers acts to mediate the influence of organizational culture within the study population without regard to age, gender, or employment status (full or part-time). Although other factors, not part of the study, may influence employee engagement, the findings suggest that organizations can leverage the development of ethical leadership as a behavioral model (Yigit & Bozkurt, 2017). The study confirms that even among college and university faculty, managers who enact and uphold ethical values may have a greater likelihood to cultivate higher levels of job engagement and a greater employee connection and commitment to the organization.

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