Browsing by Author "Heine, Gardielle"

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    The influence of ethical leadership on trust and work engagement : an exploratory study
    (AOSIS Publishing, 2014-11-26) Engelbrecht, Amos S.; Heine, Gardielle; Mahembe, Bright
    Orientation: Work engagement is increasingly becoming an important outcome for organisational success. A trusting and ethical relationship between leaders and followers is likely to positively contribute to the work engagement of employees.Research purpose: The aim of the study was to investigate the relationship between ethical leadership and trust in the leader and the effect these constructs have on the work engagement of employees. Motivation for the study: The study on the role of ethical leadership practices on employee engagement was motivated by the need to create an engaged workforce and a trusting work environment. Research approach, design and method: Data was collected using an electronic web-based questionnaire comprising three scales, namely the Utrecht Work Engagement Scale (UWES),Leader Trust Scale (LTS) and the Leadership of Ethics Scale (LES). In total, 204 completed questionnaires were returned. Data was analysed by means of item and confirmatory factor analysis conducted via structural equation modelling (SEM). Main findings: High levels of reliability were found for all the measurement scales used. The results from the structural equation modelling (SEM) indicated positive relationships between trust in the leader and work engagement, between ethical leadership and work engagement and between ethical leadership and trust in the leader. Practical/managerial implications: The findings emphasise the role played by ethical leadership behaviour of managers in promoting work engagement through the creation of employee relationships anchored on trust. Future studies should develop the theoretical model further by identifying other variables that influence work engagement. Contribution/value-add: Organisations today still face the challenge of developing an effective strategy for achieving work engagement. The ethical leadership style of managers is likely to create an ethical and trusting work climate conducive to the work engagement of employees.This is likely to enhance productivity as well as employee creativity and innovation.
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    The influence of integrity and ethical leadership on trust and employee work engagement
    (Stellenbosch : Stellenbosch University, 2013-03) Heine, Gardielle; Engelbrecht, A. S.; Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Industrial Psychology.
    ENGLISH ABSTRACT: This study investigated the emerging concept of work engagement and how organisational leaders can exert influence on it. It was therefore important to obtain understanding of and deeper insight into the impact of these key stakeholders on the employee’s work engagement and related concepts. The aim of the study was to investigate existing relationships between constructs that play a significant role in the relationship between leader and follower in the organisation. These constructs include integrity, ethical leadership and trust in the leader, and the effect these constructs have on employee work engagement. The study thus was undertaken to obtain more clarity about these aspects. Based on research on the existing literature, a theoretical model depicting how the different constructs are related to one another was developed and various hypotheses were formulated. Data for the purpose of the quantitative study were collected by means of an electronic web-based questionnaire. A total of 204 completed questionnaires were returned. The final questionnaire comprised four subscales, namely the 17-item Utrecht Work Engagement Scale (UWES), the 14-item Leader Trust Scale (LTS), the 17-item Leadership of Ethics Scale (LES), and the 9-item Behavioural Integrity Survey (BIS). The postulated relationships and the conceptual model were empirically tested using various statistical methods. Reliability analysis was done on all the measurement scales and adequate reliability was found. The content and structure of the measured constructs were investigated by means of confirmatory and exploratory factor analyses. The results indicated that good fit was achieved for all the refined measurement models. Subsequently, Structural Equation Modelling (SEM) was used to determine the extent to which the conceptual model fitted the data obtained from the sample and to test the relationships between the constructs. The results indicated positive relationships between trust in the leader and work engagement; ethical leadership and work engagement; ethical leadership and trust in the leader; integrity and ethical leadership; and integrity and trust in the leader. The present study contributes to existing literature on work engagement and ethical leadership by providing insights into the nature of the relationships among these constructs. The study also identifies practical implications to be considered in management practices in order to enhance and encourage these constructs, as well as the relationships between these constructs in the workplace. The limitations and recommendations present additional insights and possibilities that could be explored through future research studies.