Journal of Positive School Psychology http://journalppw.

com
2022, Vol. 6, No. 12, 737-749

The Role Of Organizational Commitment In Mediating The Influence

Of Ethical Leadership On Employee Engagement: Evidence From
Public Organizations In Indonesia

Ridwan Badallah1, Murjani Kamaluddin2, Nurwati3, Endro Sukotjo4, Zaludin5

1
Student of Doctor of Management Science Program, Postgraduate Program of Halu Oleo University, Kendari, Indonesia.
Lecturer Halu Oleo University, Kendari, Indonesia.
2,3,4

5
Corespondensi author, Halu Oleo University, Kendari, Indonesia. Email: [email protected]

Abstract
This study aims to determine the direct influence of ethical leadership on employee engagement, and the role of
organizational commitment in mediating the influence of ethical leadership on employee engagement. This
research was conducted on public organizations in Indonesia. The study population was all employees in the
Regional Secretariat of Southeast Sulawesi Province totaling 626 people. Determination of the sample using the
Slovin formula with a precision of 5%, thus the research sample amounted to 244 respondents. Data collection
using questionnaires and research data were analyzed using smart PLS ver 3. Research results: ethical leadership
has a positive and significant effect on employee engagement, ethical leadership has a positive and significant
effect on organizational commitment, organizational commitment has a positive and significant effect on
employee engagement, and organizational commitment has a positive and significant effect on mediating the
influence of ethical leadership on employee engagement, and the value of the mediation path coefficient is
greater than the direct influence thus. The results of the study also show that employees who form a long-term
relationship with their workplace will be involved in the activities of their work units and involved in
organizational activities. Leadership behavior changes the level of commitment of followers; hence, the
commitment to be a mediator between leadership style and employee behavior.

Keyword: Ethics Leadership, Organizational Commitment, Employee Engagement.

1. Introduction fairness, the suitability of values between job and

Employee engagement is critical but many personal demands. principles, rewards and
organizations ignore its effect on organizational recognition, and control of work. Meanwhile, the
success (Mansour & Tremblay, 2018). Employee study of Macey & Schneider, (2008) concludes that
engagement can be a powerful organizational lever employee engagement is influenced by personal
to increase employee productivity and improve characteristics, leadership, and work attributes. The
various measures of organizational performance study of Ashfaq et al., (2021) also examines the
(Richman et al., 2008). Given the importance of influence of ethical leadership on the engagement of
employee engagement, organizational leaders need karyaawan.
to understand the factors that contribute to employee One aspect that can improve employee
engagement. Kahn, (2010) shows that employee behavior to engage in their work is a leadership role.
engagement is influenced by psychological The importance of managerial ethics from a
conditions such as: availability, meaningfulness, normative perspective largely determines what
and security. The study of Schaufeli & Bakker, managers should do in particular on public
(2010) shows that employee engagement is organizations or how they should behave (Hart,
influenced by
 Ridwan Badallah 738

1993), for example, proposes that managers in is high, employees find their work environment
public organizations should be careful, trustworthy, more acceptable and show more engagement in the
and considerate, and their actions should be work (Kurtessis et al., 2017). Research by Ruslan et
consistent with public values and interests. Ethical al., (2019) found that organizational commitment
leadership style is essential in encouraging ethical has a positive and significant effect on employee
behavior in the workplace. While transmitting engagement.
institutional ethical values (Brown & Mitchell, Organizational commitment in addition to
2010). Thus, public sector organizations rely on influencing employee engagement, is also
leadership to build and support an ethical climate influenced by ethical leadership. Ethical leadership
(West et al., 2004). is essential in encouraging ethical behavior in the
The role of the leader is recognized in workplace (Ashfaq et al., 2021). Ethical leadership
actively shaping organizations to be more ethics- fosters employee commitment to the organization
oriented (Schaubroeck & Shao, 2012). Some studies (Vitell & Singhapakdi, 2008). Ethical leadership in
have found that ethical leadership increases addition to increasing willingness to report unethical
followers' awareness and moral judgment (Resick et behavior, ethical leadership can influence employee
al., 2011), fosters dedication, optimism, initiative, attitudes in a favorable way. Brown et al., (2005)
extra effort, altruism, better work attitudes and the suggest that ethical leaders tend to have a positive
presence of followers' willingness to help others effect on subordinate commitment to the
with work-related issues (Brown et al., 2005; organization. Research by Ashfaq et al., (2021) also
Kalshoven, 2010). The impact of ethical leadership found that ethical leadership has a positive and
on follower behavior is shown to have broader significant effect on organizational committees.
consequences, helping to reduce counterproductive Ethical leadership is important to be applied
and unethical behavior (Huberts et al., 2007). in public organizations, especially for the Provincial
According to Hunt et al., (1985) Government of Southeast Sulawesi, Indonesia.
organizational commitment describes employee Because the leadership system elected by the people
interest and connection to the organization. requires leaders to behave ethically in order to gain
Committed employees identify themselves with the trust in the community. In addition, ethical
goals and objectives of their organization and strive leadership is also important to increase awareness
for their association with the organization to for employees to be loyal in carrying out their duties
continue their membership. Research by Ashfaq et and increase the participation of employees to be
al., (2021) also reveals that organizations, as well as involved in their activities and overall
individuals, benefit from the high commitment of organizational activities to improve organizational
employees. Organizational commitment is performance. Thus, it is important that this research
associated with increased employee engagement be carried out as a reference for local governments
(Hunt et al., 1985). to implement ethical leadership in their
The current priority of public organizations organizations in order to increase employee
is not only improving services but also increasing awareness and engagement.
employee engagement. Employee engagement can
be evidenced by their attitudes, actions, and efforts 2. Literature Review
towards the organization, or can be translated as
their commitment. Organizational support in the 2.1. Ethics Leadership
form of employee welfare and appreciating In the early 1920s, scholars began to pay great
contributions from employees can increase attention to leadership styles, focusing on the proper
employee productive contributions and produce behavior of leaders and the role they played as value
more engaged employees (Eisenberger et al., 2010). transmitters to followers. As a result, the issue of
Employees with low perceived organizational morality began to be considered a component of
support are more skeptical. Conversely, when transformational leadership (Brown & Treviño,
perceived organizational support
 739 Journal of Positive School Psychology

2003), which led to an extensive literature on ethical According to Allen & Meyer, (2000) that
leadership. Brown et al., (2005) conceptualize organizational commitment can be defined
ethical leadership as the influence of the leader on generally as a psychological relationship between
the ethical behavior of followers, and they define it the employee and his organization that makes it less
as 'the demonstration of normatively appropriate likely that the employee will voluntarily leave the
behavior through personal actions and interpersonal organization. Organizational commitment is the
relationships, and the promotion of such behavior to degree to which an employee identifies his or her
followers through two directions. communication, goals as well as his or her desire with a particular
reinforcement, and decision-making'. organization to maintain membership in the
In this definition, the leader is understood as a organization (Robbins & Judge, 2018).
moral person, due to his own personal traits, Commitment represents the power of
altruistic character and motivations, and as a moral individual identification with and engagement in the
manager who proactively influences the ethical organization. It is a concept that has played an
behavior of his followers (Brown et al., 2005). Over important role in the philosophy of HRM. Guest,
time, another conceptualization of ethical leadership (1987) suggests that HRM policies are designed to
has been provided. Resick et al., (2011) describe maximize organizational integration, employee
ethical leadership as consisting of six different commitment, flexibility and quality of work. Beer et
dimensions (character and integrity, ethical al., (1984) identify commitment in their concept of
awareness, community/people orientation, HRM as a key dimension because it can not only
motivating, encouraging and empowering, and generate more loyalty and better performance for
managing ethical accountability). Kalshoven, the organization, but also in self-esteem, dignity,
(2010), instead, use seven dimensions to define psychological engagement, and individual identity.
ethical leadership: fairness, division of power, role Appelbaum et al., (2000) reveal that
clarification, people- oriented behavior, integrity, organizational commitment is a multidimensional
ethical guidance, and concern for sustainability. construct that reflects the worker: identification with
Scholars have also researched why leaders the organization (loyalty), attachment to the
who behave ethically promote the ethical behavior organization (intention to stay), and willingness to
of their followers. Two theories to describe this expend effort on the name of the organization
process of transmission are the theory of social (discretionary effort). 'An alternative, although a
learning and the theory of social exchange (Brown closely related definition of commitment
et al., 2005; Moore, 2020). The theory of social emphasizes the importance of behaviour in creating
learning Bandura & Walters, (1977) establishes that commitment. Three behavioral traits are important
almost anything can be learned through vicarious in tying individuals to their actions: the visibility of
learning, which is carried out through a person who the action, the extent to which the outcome is
acts as a role model and uses rewards and irrevocable, and the extent to which the person
punishments. Observing the behavior of performs the action voluntarily. Commitment refers
supervisors, employees learn which behaviors their to attachment and loyalty. It is related to the feelings
leaders expect from them, and, once implemented, of individuals about their organization. Mowday,
these behaviors are valued and reinforced. The (1998) states that it is characterized by an emotional
theory of social exchange (Blau, 1968), on the attachment to one's organization resulting from
contrary, highlights that the ethical leadership shared values and interests.
behavior implemented by the supervisor creates a
sense of personal obligation in the employee, who 2.3. Employee Engagement
must tend to reciprocate the fair and caring Role theory implies that individuals behave
treatment received from the supervisor. according to the functional, relational and structural
features of the social units in which they coexist
2.2. Organizational Commitment
 Ridwan Badallah 740

(Biddle, 2013). Biddle, (1986) asserts, role theory Employee engagement as an emotional and
concerns one of the most important features of intellectual commitment to the organization (Saks,
social life, patterns of behavior or a typical role. It 2006) and a representation of the level of personal
explains the role by assuming that people are commitment that employees are willing to make or
members of a social position and have expectations to invest in their work (Macey & Schneider, 2008).
for their own behavior and that of others. As a
conceptual lens, role theory helps to systematically 3. Hypothesis Development
regulate their assumptions with regard to how
individual roles in groups are assumed and evolved 3.1. The effect of ethical leadership on employee
to form interpersonal interactions (Biddle, 2013). In engagement
a preliminary study, Graen & Ginsburgh, (1977) Communicating, acting as role models, and
revealed that "members of an organization get their rewarding and punishing certain behaviors as
work done through roles", and that the application primary mechanisms to explain how leaders shape
of roles acts as a means to organize team-level the perceptions, norms, and behaviors of followers
processes. (Brown et al., 2005). Regarding the effects of
Kahn (2010) defines employee engagement ethical leadership, the literature shows that they are
as 'the utilization of members of an organization' to associated with an increased sense of meaning and
play a role in their work; In engagement, people well-being in the workplace (Avey et al., 2012).
employ and express themselves physically, Furthermore, ethical leadership seems to be
cognitively, and emotionally during the positively related to work engagement (Ahmad et
performance of their roles. Harter et al. (2002) state al., 2017; Asif et al., 2019).
that engagement is the engagement and satisfaction The study is based on the predictions of
of the individual with as well as enthusiasm for resource conservation theory (Hobfoll, 1989).
work. Saks (2006) defines employee engagement as Conservation of resource theory proposes that
a distinct and unique construct composed of people invest resources to attract further, more
cognitive, emotional and behavioral. Components valuable resources. Conservation of resource theory
related to individual roles. considers the positive style of a leader as a large
Employee engagement is defined as a state of organizational resource that increases the energy
persistent positive affective-motivational levels of employees and their efficacy (Salanova et
satisfaction in employees characterized by a high al., 2011). Organizational resources can be
level of activation and pleasure (Schaufeli & considered as the main antecedents that encourage
Bakker, 2010). Employee engagement is defined as work attachment to employees (Eldor, 2016). In this
the high emotional and intellectual connection that sense, employees who have an increased level of
an employee has for his work, organization, engagement in the workplace have a tendency to
manager, or co-worker which in turn influences to invest the resources at their disposal to achieve
apply additional discretionary efforts to his work results that satisfy them, that is, engagement.
(Alfes et al., 2010). Employee engagement as an Therefore, we can hope that leaders can increase
employee's cognitive, emotional, and individual employee engagement by increasing their efficacy
behavioral state directed to desired organizational by being a source of support for employees.
outcomes (Shuck & Wollard, 2010). Research by Ashfaq et al. (2021) also found that
Engagement as a psychological presence but ethical leadership has a positive and significant
further states that it involves two important effect on employee engagement. Thus the research
components: attention and absorption. Attention hypothesis is:
refers to cognitive availability and the amount of H1: Ethical leadership has a positive and significant
time one spends thinking about roles while effect on employee engagement
absorption means being engrossed in roles and
refers to the intensity of one's focus on roles
(Rothbard, 2001).
741 Journal of Positive School Psychology

3.2. 3.2. The influence of ethical leadership on desire to keep in touch with the organization, since
organizational commitment organizational commitment gives rise to positive
Leadership style is a major factor influencing traits, and it creates a strong impetus to work and
organizational commitment (Saha et al., 2016). contribute to the achievement of goals. Therefore,
Book et al. (2019) show that there is a strong commitment presupposes that committed employees
relationship between leadership style and will expend greater effort on their work and face
organizational commitment. There is a more engagement (Steers, 1977). Previous research
lot of literature on the influence of leadership has also found that organizational commitment has a
styles and organizational commitment (Bass & positive and significant effect on employee
Avolio et al., 2004). However, several studies have engagement (Ashfaq et al., 2021; Lotfi et al., 2018).
been published that focus mainly on how the ethical Based on the findings of previous studies, the
behavior of a leader is related to the level of research hypothesis:
commitment of employees to the organization. H3: Organizational commitment has a positive and
Zhu et al. (2004) proposes that organizational significant effect on employee engagement.
commitment is an important result of ethical
leadership. Brown et al. (2005) suggest in their 3.4. The role of organizational commitment in
research proposition that ethical leadership mediating the influence of ethical
behavior tends to contribute to follower job leadership on employee engagement
satisfaction, but also tends to contribute to their Leadership behavior changes the level of
organizational commitment. Pettijohn et al. (2008) commitment of followers; hence, commitment
investigated employee perceptions of employer becomes a mediator between leadership style and
ethical behavior and commitment outcome variables employee behavior (Yousef, 2000). Previous studies
from job satisfaction and turnover. Raymond & have found that organizational commitment to
Julian (2015) find a relationship between ethical acting as a mediator of the relationship between
leadership behavior and affective commitment. ethical leadership and employee engagement
Previous research has also found that ethical (Meyer & Smith, 2000; Yousef, 2000). This is done
leadership has a positive and significant effect on because of ethical leadership as a normatively
organizational commitment (Ashfaq et al., 2021; appropriate demonstration of behavior through
Lotfi et al., 2018). Thus the research hypothesis is: personal actions and interpersonal relationships, and
H2: Ethical leadership has a positive and significant the promotion of such behavior to followers through
effect on organizational commitment two-way communication, reinforcement, and
decision-making (Brown et al., 2005). The clarity
3.3. The effect of organizational commitment on maintained by ethical leaders in their expectations,
employee engagement communications, and responsibilities is reciprocated
Employee engagement is believed to stem from with a more committed and engaged workforce
organizational commitment, therefore, employees within the organization (Den Hartog & Belschak,
form long-term relationships with their workplace 2012). Several studies have supported the
(Schaufeli & Bakker, 2010). Engagement and importance of ethical leadership and its positive
energy to work together with the work environment effects on follower behavior outcomes (Iqbal et al.,
leads to organizational commitment (Jung et al., 2020). Similarly, research by Ashfaq et al., (2021)
2021). Macey & Schneider (2008) argue that found that organizational commitment plays a
motivated employees, when given autonomy, positive and significant role in mediating the
become deeply engaged with their work. influence of ethical leadership on employee
Furthermore, in addition to having social influence, engagement. Thus the research hypothesis:
leadership also plays a constructive role in
increasing employee engagement (Babcock-
Roberson & Strickland, 2010). According to Steers
(1977) committed employees have a strong
 Ridwan Badallah 742

H4: Organizational commitment plays a role in adversity, b) dedication, referring to "a sense of
mediating the influence of ethical leadership importance, enthusiasm, inspiration, pride, and
on employee engagement. challenge, c) absorption, the employee is fully
concentrated and very engrossed in his work, in
which time flies quickly and a person has difficulty
4. Measurement and Data getting away from work. The collection of research
data used questionnaires, with a scale of data
4.1. Measurement measurement using internal data between 1 and 5. A
Ethical leadership measurements include: ethical very strong answer with point 5 and a very weak
guidance, fairness, leader integrity, caring behavior answer with point 1.
(Ahmad et al., 2017). Most employees look outside
of themselves to ask others for ethical guidance 4.2. Data
(Trevino, 1986). In the workplace, leaders should be The population in this study was all employees of
the primary source of such guidance. Justice is seen the Regional Secretariat of Southeast Sulawesi
as an important form of ethical leader behavior. The Province which amounted to 626 people.
alignment of justice closest to leadership is the idea Determination of the sample using the Slovin
of interactional justice and its focus on treating formula with a precision of 5%, thus the research
employees with dignity and respect. Integrity, sample amounted to 244 respondents. The
including consistency of actions with values collection of research data used questionnaires, with
embraced. Caring behavior, showing strong concern a scale of data measurement using internal data
from the leadership for ethical and moral values. between 1 and 5. A very strong answer with point 5
Organizational commitment variables with and a very weak answer with point 1.
measurements: a) affective commitment, b)
continuance commitment, c) normative 5. Result
commitment. This measurement refers to the Descriptive analysis displays the mean, maximum
opinion of Allen & Meyer (2000), Raveendran & value, minimum value and standard deviation of
Gamage (2019). The measurement of employee each indicator used. The descriptive statistical
engagement refers to the research of Memon et al. values contained in Table1 show that all indicators
(2021), namely: a) Passion, referring to "a high obtain a mean value greater than the standard
level of energy and mental resilience while working, deviation. This indicates that the current mean value
willingness to invest effort in one's work, and indicates a good representation of the overall data.
perseverance even in the face of

Table1: statistic description

Standard
Mean Median Min Max
Deviation
X11 4.358 4.25 2.75 5 0.483
X12 4.262 4 3 5 0.436
X13 4.025 4 2.25 5 0.503
X14 3.768 3.75 2 5 0.474
Y11 4.143 4 2 5 0.541
Y12 4.231 4 3 5 0.468
Y13 4.198 4 3 5 0.506
Y21 4.182 4 3 5 0.485
Y22 4.101 4 2.667 5 0.451
Y23 4.127 4 3 5 0.393
 743 Journal of Positive School Psychology

5.2. Inferential Statistics greater than 0.5 and smaller p-values 0.05 thus all
The outer loadings value as presented in table2 indicators are able to reflect the variables.
shows that all indicators have an original sample
value

Table2: Outer loading

Original Standard
Sample T Statistics
Sample Deviation P Values
Mean (M) (|O/STDEV|)
(O) (STDEV)
X11 <- Ethics Leadership 0.792 0.792 0.031 25.859 0.000
X12 <- Ethics Leadership 0.899 0.900 0.011 80.106 0.000
X13 <- Ethics Leadership 0.712 0.707 0.055 12.862 0.000
X14 <- Ethics Leadership 0.680 0.677 0.045 15.033 0.000
Y11 <- Organizational Commitment 0.603 0.598 0.064 9.402 0.000
Y12 <- Organizational Commitment 0.871 0.871 0.021 41.682 0.000
Y13 <- Organizational Commitment 0.898 0.898 0.013 66.658 0.000
Y21 <- Employee Engagement 0.855 0.855 0.016 54.957 0.000
Y22 <- Employee Engagement 0.837 0.835 0.028 29.802 0.000
Y23 <- Employee Engagement 0.891 0.891 0.018 50.640 0.000

Table 3 shows that the contribution of ethical contribution of ethical leadership variables and the
leadership variables to organizational commitment role of organizational commitment variables as
is mediating variables to employee engagement is
0.427. Meanwhile, the contribution of ethical 0.778 or with a strong level of closeness.
leadership variables and organizational commitment
to employee engagement was 0.614. Meanwhile, the
Q-Square value is 0.778 which reflects that the

Table3: R-Square
R Square
Employee Engagement 0.614
Organizational Commitment 0.427
Q Square (predictive relevance) 0.778

The value of the path coefficient as presented in Similarly, the indirect influence of ethical leadership
table 4 shows that the direct influence, namely: on employee engagement mediated by
ethical leadership on employee engagement, ethical organizational commitment is also significant and
leadership on organizational commitment, and the value of the path coefficient is greater, thus the
organizational commitment to employee nature of the mediation variable of organizational
engagement has a positive original sample value and commitment is full mediation.
each p-value is smaller by 0.05, then declared
significant.
 Ridwan Badallah 744

Table4: Path Coeficient

Sample Standard
Original T Statistics
Mean Deviation P Values
Sample (O) (|O/STDEV|)
(M) (STDEV)
Ethics Leadership -> Employee
0.234 0.233 0.061 3.816 0.000
Engagement
Ethics Leadership -> Organizational
0.653 0.655 0.037 17.439 0.000
Commitment
Organizational Commitment ->
0.610 0.611 0.051 11.853 0.000
Employee Engagement
Ethics Leadership -> Organizational
0.399 0.400 0.041 9.800 0.000
Commitment -> Employee Engagement

Figure1: Empirical model

Y11 Y12 Y13

0.6030.871 0.898

0.427

0.653 0.610

X11
0.792 Y21
0.855
X12 0.899 0.837
0.712 0.427 0.427 Y22
0.234 0.891
0.680
X13
Y23
X14

6. Discussion (Avey et al., 2012). Ethical leadership seems to be

The ethical leadership path coefficient for employee positively related to work engagement (Ahmad et
engagement is 0.234 and the p-value is 0.000 or al., 2017; Asif et al., 2019). Conservation of
significant at the 1% level. This shows that leaders resource theory considers the positive style of a
who communicate with subordinates, act as role leader as a large organizational resource that
models, and reward as the main mechanism to increases the energy levels of employees and their
explain how leaders shape perceptions, norms, and efficacy (Salanova et al., 2011).
behaviors to subordinates (Brown et al., 2005). The The ethical leadership path coefficient for
influence of ethical leadership is linked to increased organizational commitment is 0.653 and the p-value
sense of meaning and well-being in the workplace is 0.000 or significant at the level of 1%. This shows
745 Journal of Positive School Psychology

that leaders who communicate with subordinates, organization's commitment to have a path cofisient
act as role models, are fair, have integrity to keep of 0.399 and a p-value of 0.000. This shows that
employees afloat in the organization. Leadership leaders who communicate with subordinates, act as
style is a major factor influencing organizational role models, are fair, have integrity to make
commitment (Saha et al., 2016). Book et al. (2019) employees stay in the organization, with this the
show that there is a strong relationship between employee will be involved in carrying out his
leadership style and organizational commitment. activities and organizational activities in his work
The results of this study are supported by previous unit. Leadership behavior changes the level of
researchers. Zhu et al. (2004) find that commitment of followers; hence, commitment
organizational commitment is an important result of becomes a mediator between leadership styles and
ethical leadership. Brown et al. (2005) suggest in employee behavior (Yousef, 2000). Previous studies
their research proposition that ethical leadership expected organizational commitment to act as a
behavior tends to contribute to organizational mediator of the relationship between ethical
commitment. Raymond & Julian (2015) find a leadership and employee engagement (Meyer &
relationship between ethical leadership behavior and Smith, 2000; Yousef, 2000). This is done because of
affective commitment. Previous research has also ethical leadership as a normatively appropriate
found that ethical leadership has a positive and demonstration of behavior through personal actions
significant effect on organizational commitment and interpersonal relationships, and the promotion
(Ashfaq et al., 2021; Lotfi et al., 2018). of such behavior to followers through two-way
The coefficient of the path of organizational communication, reinforcement, and decision-
commitment to employee engagement is 0.610 and making (Brown et al., 2005).
the p-value is 0.000 or significant at the level of 1%.
This shows that employees who form a long-term 7. Conclusion
relationship with their workplace will be involved in This study examines the influence of ethical
the activities of their work units and involved in leadership on employee engagement mediated by
organizational activities. This is as supported by the organizational commitment. The results showed that
opinion of Schaufeli & Bakker (2010) that leaders who apply ethical leadership are
employee engagement is believed to stem from characterized by communicating with subordinates,
organizational commitment, therefore, employees acting as role models, fair, having integrity making
form long-term relationships with their workplace. employees to engage in organizational activities and
Engagement and energy to work together with the activities full of dedication and absorption, besides
work environment leads to organizational that employees will also stay in the organization.
commitment (Jung et al., 2021). Macey & Schneider Ethical leadership shapes the perceptions, norms
(2008) argue that motivated employees, when given and behavior of subordinates so that subordinates
autonomy, become deeply engaged with their work. are willing to survive and engage in activities. The
Furthermore, in addition to having social influence, results of the study also show that employees who
leadership also plays a constructive role in form a long-term relationship with their workplace
increasing employee engagement (Babcock- will be involved in the activities of their work units
Roberson & Strickland, 2010). According to Steers and involved in organizational activities. Committed
(1977) committed employees have a strong desire to employees have a strong desire to stay in touch with
keep in touch with the organization, since the organization, because organizational
organizational commitment gives rise to positive commitment creates a strong impetus to work and
traits, and it creates a strong impetus to work and contributes to the achievement of goals. Leadership
contribute to the achievement of goals. behavior changes the level of commitment of
The indirect influence of ethical leadership followers; hence, the commitment to be a mediator
on employee engagement mediated by the between leadership style and employee behavior.
 Ridwan Badallah 746

Beer, M., Spector, B. A., Lawrence, P. R., Mills, D.

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