Purpose Against the backdrop of the Royal Commission into Misconduct in the Banking, Superannuation and Finance Services Industry in Australia, this study on ethical leadership is timely. The purpose of this paper is to examine the mediating effects of organisational identification, customer orientated behaviour, service climate and ethical climate on the relationship between ethical leadership and employee in-role performance. Design/methodology/approach The hypotheses were tested using a two-wave survey study of 233 bank employees in Australia. Findings Evidence from the study indicated that organisational identification, service climate and ethical climate mediate the relationship between ethical leadership and employee in-role performance. Surprisingly, the proposed mediation effect of customer orientation was not supported. However, ethical leadership was positively associated with customer orientated behaviour among employees. Research limitations/implications Limitations of the study include collecting data at two time points, thereby rendering the study cross-sectional. Employee in-role performance was a self-rated measure. Practical implications This study showed that ethical leadership is critical to improving employee perceptions and experience of an organisation’s service climate, ethical climate, organisational identification, customer orientated behaviour and employee in-role performance. The authors raise a number of HRM implications for the development and enablement of ethical leaders in the banking context. Originality/value The findings presented in this paper highlight that ethical leadership is critical to improving employee perceptions and experience of an organisation’s service climate, ethical climate, organisational identification, customer orientated behaviour and employee in-role performance.

We examine the process through which ethical leadership and ethical training contribute to the performance of employees through linking business ethics to customer orientation. Underpinned by social learning, we examine sequential mediation models of the process through which ethical climate, service climate and customer orientation mediate the relationships between ethical leadership and ethical training on employee performance. Utilising a sample of 187 employees from an Australian bank, we found support for our four hypotheses: ethical climate and customer orientation sequentially mediates the relationship between ethical leadership and employee performance; service climate and customer orientation sequentially mediates the relationship between ethical leadership and employee performance; service climate and customer orientation sequentially mediates the relationship between ethical training and employee performance; ethical climate and customer orientation sequentially mediates the relationship between ethics training and employee performance. Ethical leadership will have a stronger influence on improving employee performance relative to ethical training.

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Many graduatesin Nigeria areunemployed, regardless oftheirqualifications, they're employable yetthey aren'temployed. The lack ofabilityfrom thegreatereducational facilitiesto meetthe requirements ofthosegraduatesin addition topromotionof monetary selfrelianceandself sufficiency hasresultedinto youths joblessness (unemployment). Thesehaveput intorise in restiveness among Nigerian youths. Thestudy looks into the relationship between entrepreneurship and employability among Nigerian graduates. Thepaper, talked aboutthe idea ofentrepreneurshipand employability. Since employability is theactionof gettingqualificationthat allowsanyone toemployed, the studyalsochecked outthe fundamentalabilitieswhich will makeone employable andsimultaneouslybecomingselfsufficient.Alsotalked aboutare methodsforwardinmarketingentrepreneurshipamong Nigerian youths and just howteachingofcreativenessandproblemfixingabilitiesmight help reposition Nigerian graduates.

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