Ethical leadership and employee performance: The role of Islamic work ethics and knowledge sharing

IF 1.5 Q3 MANAGEMENT Human systems management Pub Date : 2023-02-24 DOI:10.3233/hsm-220197

U. Udin

引用次数: 0

Abstract

BACKGROUND: Many recent studies recommend ethical leadership as a key antecedent to improving employee performance in organizations. OBJECTIVE: Therefore, this study aims to examine how ethical leadership affects employee performance by focusing on the role of Islamic work ethics and knowledge sharing. METHODS: Based on data obtained from 196 Muslim employees who work in the three stone milling companies located in Central Java - Indonesia, this study uses a survey in the form of a questionnaire and Structural Equation Modeling (SEM) based on Amos 24.0 software to test hypotheses in the proposed research model. RESULTS: The results of this study prove that ethical leadership has a significant effect on employee performance, Islamic work ethics, and knowledge sharing. Furthermore, Islamic work ethics and knowledge sharing significantly improve employee performance. CONCLUSION: The findings in this study further confirm that Islamic work ethics and knowledge sharing play an important role in linking ethical leadership and employee performance.

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道德领导与员工绩效：伊斯兰工作道德和知识共享的作用

背景:许多最近的研究推荐道德领导作为一个关键的先决条件，以提高组织中的员工绩效。目的:因此，本研究旨在通过关注伊斯兰工作伦理和知识共享的作用来研究伦理领导如何影响员工绩效。方法:基于在印度尼西亚中爪哇三家石业公司工作的196名穆斯林员工的数据，本研究采用问卷形式的调查和基于Amos 24.0软件的结构方程建模(SEM)来检验所提出的研究模型中的假设。结果:本研究结果证明，伦理型领导对员工绩效、伊斯兰职业伦理和知识共享有显著影响。此外，伊斯兰职业道德和知识共享显著提高了员工绩效。结论:本研究结果进一步证实了伊斯兰职业伦理和知识共享在伦理领导与员工绩效之间的重要联系。

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来源期刊

Human systems management MANAGEMENT-

CiteScore

3.50

自引率

30.40%

发文量

期刊介绍： Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.