Abstract
Orientation: Ethically questionable practices have given rise to a tremendous interest in
studying leaders’ ethical behaviours, which have become a subject of interest for scholars and
practitioners alike, and how they could affect employee loyalty positively.
Research purpose: The aim of this study was to explore the relationship between ethical
leadership and organisational commitment in a South African steel industry.
Motivation for the study: Previous research on the influence of ethical leadership on employee
commitment suggests that ethical leaders are those who inspire, motivate and foster an ethical
culture that enhances the psychological connection and well-being of workers.
Research design, approach, and method: This research was quantitative and employed a
cross-sectional approach. The measuring instruments were the Ethical Leaders Behaviour
Questionnaire and the Organisational Commitment Scale. A convenience sample (N = 200)
was drawn from among permanent employees at South African steel manufacturing company.
Correlation and multiple regression analyses were conducted.
Main findings: The results indicate that the participants’ perceptions of ethical leadership
related positively to the level that ethical leadership predicted organisational commitment.
Practical and managerial implications: The results of this study have interesting implications
for management and human resource professionals, as they can use the information during
leadership development training to promote and encourage ethical behaviour and
psychological attachment among employees. The data might also be utilised to establish a
culture of responsibility, which could increase employee dedication. Ethical leadership
appeared as a crucial component of organisational commitment, which may result in reduced
inclination to leave and absenteeism. The data might be used by management to enforce and
encourage ethical behaviour, which could increase employee commitment.
Contribution or value-addition: The findings of this research will add to the body of
knowledge about the relationship between ethical leadership and organisational commitment
in the context of South African steel industry, while emphasising the practical implications for
line managers and behavioural practitioners