The Effect of Ethical Leadership on Employee Performance and the Mediating Role of Employee Voice and Silence Between them in MEGA MOTOR Company

Abstract

This study is aimed to investigate the effect of ethical leadership on employee performance and the mediating role of employee voice and silence between them in Mega Motor Company. This study is an applied research in terms of the purpose and is based on the descriptive method. The statistical sample includes 285 employees of Mega Motor Company. The research instrument is a questionnaire, including three sections: 12 questions for ethical leadership (D Hoag and Dan Hartog), 20 questions for employee voice and silence (Van Dyn et al.), and 14 questions for employee performance (Hersey and Goldsmith). Cronbach’s alpha method is used to assess the reliability of the questionnaire. Face validity method is used to assess the validity of questionnaire and data are analyzed using the structural equation modeling by LISREL software. The results show that ethical leadership has a direct and positive impact on the employee performance. The ethical leadership has an inverse and negative impact on the employee voice and ethical leadership has no significant impact on employee silence. In addition, employee voice has an inverse and negative impact on the employee performance and employee silence has no significant impact on the employee performance. Furthermore, the employee voice has a minor mediating role in ethical leadership and employee performance and employee silence has not a mediating role in them.