The Relationship between Ethical Leadership and Job Involvement by the Mediating Role of Leader-Member Interaction

Regarding the effect of ethical leadership style on employee involvement, the present study was conducted to determine the relationship between ethical leadership and job engagement by mediating role of leader-member interaction. This study descriptive-correlational research with structural equation model was done on 162 teachers of secondary schools in District 2 of Zahedan City. The sample size was estimated based on the Cochran formula and stratified-random sampling method was done. For collecting data, standard questionnaires of ethical leadership, Job involvement and leader-member interaction were used. For data analysis, Pearson correlation coefficient and structural equation model were used with application of SPSS 21 and Lisrel softwares. There was a significant correlation between ethical leadership and job involvement, ethical leadership with leader-member interaction, and interaction of leader-member with job involvement was significantly correlated (p<0.01). The direct effect of ethical leadership on job involvement was not significant (β=0.19, t=1.54). The direct effect of ethical leadership on the leader-member interaction (β=0.44, t=2.69) and direct effect of the leader-member interaction on job involvement (β=0.24, t=2.13) was significant. The indirect effect of ethical leadership on job involvement with the mediating role of leader-member interaction (β=105.53) was also significant. Applying the ethical leadership style can provide a basis for improving the leader-member interactions and consequently, increasing employee engagement. It is suggested that ethical managers observe moral norms and virtues such as honesty, fairness, commitment and responsibility in interaction with employees.