The effects of ethical leadership on work engagement, intrapreneurship, and service innovation behavior: sample of chambers of commerce and industry

Abstract

<jats:sec><jats:title content-type="abstract-subheading">Purpose</jats:title><jats:p>The main purpose of this study is to reveal the effects of ethical leadership on work engagement, intrapreneurship and service innovation behavior with a qualitative method based on social exchange theory. Thus, it is possible to obtain knowledge on the cultural structure of the chambers of commerce and industry.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title><jats:p>The sample of the study consisted of 568 employees in chambers of commerce and industry affiliated to the Union of Chambers and Commodity Exchanges of Turkey operating in Turkey. A phenomenological research method was adopted in this research. Four open-ended questions were asked to the participants. A coding process (conceptualization, classification, component analysis) was used in data analysis.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Findings</jats:title><jats:p>According to the qualitative analysis results, findings showed the association between ethical leadership, work engagement, intrapreneurship and service innovation behavior. The common theme proposed by the participants was management, ethical leadership and human resources. The study reveals the importance of ethical leadership in chambers of commerce and industry.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Originality/value</jats:title><jats:p>This is the first study that reveals the effects of ethical leadership on work engagement, intrapreneurship and service innovation behavior of the chambers of commerce and industry. Theoretical background, discussion, managerial implications, limitations and recommendations for future studies are discussed.</jats:p></jats:sec>

Nexus of Ethical Leadership, Career Satisfaction, Job Embeddedness, and Work Engagement in Hospitality Industry: A Sequential Mediation Assessment

“…Thirdly, adding credence to the seminal works of Brown and Treviño (2005) and later studies ( Van Knippenberg and Sitkin, 2013 ; Benevene et al, 2018 ), the current findings demonstrated that leaders displaying ethical norms in personal undertakings, interpersonal exchanges, and organizational practices enhance employee engagement at work. Moreover, the present analysis, consistent with prior beliefs ( Emmerich and Rigotti, 2017 ; Yang and Wei, 2017 ; Özsungur, 2020 ), revealed that WENG contributes to employee satisfaction and serves as an important dimension explaining the positive influence of EL on CS.…”

“…Likewise, Amos et al (2017) observed that employees of an electronic web-based company reported trust and WENG for leaders displaying integrity and ethics. In another phenomenological study, Özsungur (2020) found that employees working at the Turkish Chamber of Commerce linked EL to WENG and career success. In Korea, followers of EL perceived engaged in their work, satisfied with their careers, and felt a greater sense of well-being in their lives ( Baek-Kyoo and Insuk, 2017 ).…”

Employee engagement and open service innovation: The roles of creative self-efficacy and employee innovative behaviour

“…The empirical results show that (1) employee engagement can promote open service innovation; (2) creative selfefficacy plays a complete intermediary role among employee engagement and employee innovative behaviour, and (3) creative self-efficacy and employee innovative behaviour play continuous mediating role in the relationship between employee engagement and open service innovation. These research results show that enterprises can achieve the goal of open service innovation by adopting the "conscientious" sustainable innovation development model (Ozsungur, 2020;Shin et al, 2022). There are two main theoretical contributions from this study.…”

Editorial A new research agenda for decentering public leadership

“…Scholars, not least in this journal, have explored public leadership as a collective (Miao and Ju, 2020; Torfing et al , 2019), multilevel (Capler, 2020), and highly relational (McClellan, 2020) endeavor. Furthermore, they have developed an appreciation of leadership as imbued with public values (Cao et al , 2018), pointing to particular ethical dimensions (Hattke and Hattke, 2019; Özsungur, 2020) of public leadership. The following discussion identifies several areas where the public leadership literature has developed over recent years and where there is some commonality and contradiction with a decentered approach, most notably:public values;narratives and storytelling;distributed and collaborative leadership;relational leadership.…”