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Cited by 114Employee Performance and LeadershipEthics in Business and EducationLeadership and Management in Organizations

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Relationship of ethical leadership, organizational culture, corporate social responsibility and organizational performance: a test of two mediation models

Alkhadra, Wafa Awni, Khawaldeh, Sadam, Aldehayyat, Jehad·2023·International Journal of Ethics and Systems
DOI 10.1108/ijoes-05-2022-0092
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Abstract

Purpose: The sound leadership style can be indicative of organizational success and explanatory of quality performance. Besides this, there are various factors that can impact organizational performance. To this end, this study aims to investigate the effect of ethical leadership on organizational performance, with the mediating role of corporate social responsibility (CSR) and organizational culture. Design/methodology/approach: The service sector in Jordan was targeted by this research, and data were collected from 371 middle-level and top-level managers working in service companies. These responses were analyzed by using analysis of a moment structure. Findings: The result conveyed that ethical leadership does not only influence organizational performance, but it also, and positively so, affects the organizational culture and CSR. In addition, CSR and organizational culture significantly mediate the relationship between ethical leadership and organizational performance. Practical implications: The findings of this study are a guide for managers and owners of service companies who are aiming to enhance organizational performance. If they follow the ethical leadership approach and emphasize CSR initiatives and organizational culture, they can attain, and naturally so, the maximum level of organizational performance. Originality/value: To the best of the authors’ knowledge, this research paper is the first to analyze ethical leadership in the context of the service sector in Jordan and highlight its influence on organizational culture, CSR and ultimately organizational performance. Moreover, it examined the mediating effects of organizational culture and CSR between ethical leadership and organizational performance.

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Metadata

Authors
Alkhadra, W. A., Khawaldeh, S., & Aldehayyat, J.
Affiliations
  • American University of Madaba (JO)
  • Damascus University (SY)
  • Al-Hussein Bin Talal University (JO)
ORCID
Venue
International Journal of Ethics and Systems
Publisher
Emerald
Published
2022-08-23
Volume
39
Issue
4
Pages
737-760
ISSN
  • 0828-8666 (ISSN-L)
  • 2514-9369
DOI
10.1108/ijoes-05-2022-0092
OpenAlex
W4292572149
Cited by
114
References
4
Citations by year
2026: 34 · 2025: 53 · 2024: 16 · 2023: 9 · 2022: 1
FWCI
15.83
Type
journal article
Language
en
Open access
closed
Licence
www.emerald.com/insight/site-policies (tdm)
Locations
  • International Journal of Ethics and Systems (publishedVersion)
  • RePEc: Research Papers in Economics (submittedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Ethics in Business and Education
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
Keywords
ethical leadership, organizational culture, corporate social responsibility, organizational performance, mediating effect, service sector, Jordan, managers

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