Ethical Leadership and Public Value Creation: The Mediating Role of Employee Engagement

Abdul Sami; Asmara Irfan; Hira Liaquat

doi:10.31580/jncjsg59

Authors

Abdul Sami Department of Management Sciences, University of Jhang, Jhang, Pakistan
Asmara Irfan Department of Management Sciences, University of Jhang, Jhang, Pakistan
Hira Liaquat Lecturer Economics, Higher Education Department, Punjab, Pakistan

DOI:

https://doi.org/10.31580/jncjsg59

Keywords:

Ethical Leadership, Public Value Creation, Employee Engagement, Public Management

Abstract

Public organizations are expected to deliver services that are efficient, fair, responsive, trustworthy, and socially valuable. Ethical leadership may contribute to these outcomes by shaping employee conduct and willingness to invest effort in public-serving work. This study examined employee engagement as a potential mechanism linking ethical leadership with public value creation. A quantitative mediation workflow was applied and data was collected from 320 public sector employees. Ethical leadership, employee engagement, and public value creation were represented by 10, 9, and 8 Likert-type items, respectively. Internal consistency, descriptive statistics, correlations, standardized regression paths, and a 5,000-resample bootstrap indirect effect were computed. The result produced positive associations between ethical leadership and engagement, engagement and public value creation, and ethical leadership and public value creation. The results show how the proposed mediation model is statistically proved.

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