THE MEDIATING ROLE OF WORK ENGAGEMENT IN THE EFFECT OF ETHICAL LEADERSHIP AND ORGANIZATIONAL DEMOCRACY ON ORGANIZATIONAL IDENTIFICATION

Abstract

Ethical behaviors of leaders create positive effects on employees towards work and personal life. The use of democratic systems in state administration and in every ordinary field of life today increases the pressures to build democratic structures in their organizations. In this context, it is seen as an ethical behavior that ethical leaders work to support and develop organizational democracy behavior. In organizational structures where ethical leadership and organizational democracy are implemented, it is expected that work dedication and organizational identification will increase in accordance with the literature. In this context, the aim of the study is to determine the mediating role of work engagement in the effect of ethical leadership and organizational democracy on organizational identification. The study was carried out with 322 academic staff from different titles and units in a public university. The data obtained from 322 academic staff were analyzed with SPSS and AMOS program and the results were obtained. As a result of the research, it was determined that there is a partial mediating effect of work engagement between ethical leadership and organizational identification, and that there is a partial mediating effect of work engagement between organizational democracy and organizational identification. It has been determined that there is a full mediation effect in environments where ethical leadership and organizational democracy coexist.