Mediating Role of Ethical Leadership Between Employees Empowerment and Competitive Edge: A Case of Commercial Banks in Pakistan

Abstract

Purpose of the study: The current study aimed to examine the impact of employee empowerment on reaching a better level of competitive edge through the mediating influence of ethical leadership.
 Methodology: Dimensions of competitive edge were employed, including (quality, responsiveness, innovation, and efficiency). A quantitative approach was adopted to attain the main objective of the study. A questionnaire was employed to collect data from 258 individuals' of Pakistani commercial banks. SPSS/ AMOS was used to screen and analyze the gathered data. Cronbach's Alpha was used to test the reliability of the study tool. Multiple regression analysis was performed to test the hypotheses of the study. Preacher and Hayes model was deployed to test the mediation effect.
 Principal Findings: The study's results indicated that ethical leadership mediates the relationship between empowerment and competitive edge. Besides, the study highlighted that ethical leadership influences empowerment in a way that leads to better efficiency and service quality, launching from leaderships' role in increasing awareness of service quality importance and leading employees towards being more creative and innovative.
 Application of this Study: The study recommended that workers in the bank sector should submit proposals that affect skills training and the expansion of their fields of empowerment in comparison with the previous stage and offer workers with proven skills a chance to engage in decision making to strengthen their skills and provide them with the ability to learn further in the field of banking.
 Novelty/Originality of this study: This is the first study that has analyzed the mediating role of ethical leadership between employees' empowerment and competitive edge in the context of listed Pakistani commercial Banks.

Teachers' Citizenship Behavior as a Predictor of Teaching Performance: Evidence From Pakistani Context

“…Organizational citizenship is discriminating behavior which means doing tricks than obeying an institution's rules. Incentives will increase organizational citizenship behavior among employees (Mokhniuk, 2016;Khan, Ullah, 2021). OCB concerning performance increase the output of an organization (Khazaei et al, 2011).…”

Resources Management and Sme's Performance

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Impact of Workforce Diversity on Organizational Culture: A Case of Universities of Pakistan

“…To increase strong culture needs open and honest communication in a diverse workplace, which enhances the commitment of employees, especially teachers at universities and colleges. Therefore, two groups of university teachers with perceived high diversity climate and low diversity climate did not differ significantly on interpersonal relationships and experiencing similar fate is grounded in interpersonal relationships (Manila, 2007) includes task-related relation involves in exchange of resources and relationship appears mutual association(Khan & Ullah, 2021).Results shown in Table1 revealed the influence of perceived high and low diversity climate on decision making. The mean score on decision making of high diversity climate found 20.14 and low diversity climate 14.45 on decision making and standard deviation calculated 2.95 and 3.69 respectively.…”

“…It can be viewed as a collective approach to developing the norms within the organization to regulate the employees' behaviour and functions for the attainment of organizational goals. A comprehensive definition beyond artifacts and behaviours of culture is a pattern of shared basic assumptions that a group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel to those problems' (Khan & Ullah, 2021). Some of the authors highlight the other faceted of the organizational culture as; Martins and Terblanche (2003) defined "organizational culture as the set of subconscious values and beliefs deeply seated in the organizational structure and shared by its members".…”

“…Still, it can be developed jointly by accepting the values in creating university culture, adopting a multidimensional approach to teaching and research (Hashmi,Ullah & Khan, 2017), and focusing on realizing the specific goals. A diverse climate's most significant benefits may form employees' retentions, highly instigate motivation, and a healthy workplace atmosphere(Khan & Ullah, 2021). Therefore, the proposed hypothesis (H01) was rejected.…”