Basic Leadership Theory: An Ethical Leadership Approach to Developing Positive Lecturer Engagement

Authors

  • Adi Rahmat Universitas Lancang Kuning, Indonesia
  • Hardi Hardi Universitas Lancang Kuning, Indonesia
  • Nurfaisal Nurfaisal Universitas Lancang Kuning, Indonesia
  • Ali Asfar Universitas Lancang Kuning, Indonesia
  • M. Fadhly Farhy Abbas Universitas Lancang Kuning, Indonesia

DOI:

https://doi.org/10.35445/alishlah.v16i4.5927

Keywords:

FLT, Work Engagement, Lecture

Abstract

This study introduces the foundational leadership theory (FLT), an alternative ethical theory, to better understand the relationship between ethics and work engagement in higher education. The research was conducted at a private university in Pekanbaru City, focusing on the fields of management and accounting. Using a census sampling technique, 195 lecturers participated as respondents. Data analysis explored the predictive power of FLT's components—wisdom, affirmation, and pragmatism—on lecturers’ work engagement. The findings revealed that wisdom, affirmation, and pragmatism significantly and positively influence work engagement among lecturers. FLT, as a novel theory, provides a fresh perspective on understanding employee enthusiasm and organizational commitment. Human resource management (HRM) practices that emphasize FLT-based leadership can enhance employees’ eagerness and engagement, helping organizations maintain a competitive advantage. The results underscore the relevance of ethical leadership frameworks like FLT in fostering a motivated and engaged workforce. Further exploration of FLT’s role in mediating or moderating other ethical leadership practices may expand its applicability. Additionally, demographic factors such as race and income level warrant investigation to assess their impact on work engagement. FLT offers valuable insights into ethical leadership and its effect on employee engagement in higher education. Future research should consider other alternative ethical leadership styles to deepen our understanding of organizational commitment and work engagement dynamics.

References

Abdillah, M Rasyid, & Rahmat, A. (2022). Hubungan Dukungan Sosial dan Keterikatan Kerja : Peran Mediasi Modal Psikologis. 1(3), 257–264.

Abdillah, Muhammad Rasyid. (2021). Leader Humor and Knowledge Sharing Behavior: The Role of Leader-Member Exchange. Jurnal Manajemen, 25(1), 76. https://doi.org/10.24912/jm.v25i1.704

Arfi, L. R., & Rahmat, A. (2020). Job Insecurity dan Abusive Supervision (Peran Moderasi Sosial Worth). Jurnal Manajemen dan Bisnis Terapan, 2(2), 113–122.

Bakker, A. B., Kjellevold, O., & Espevik, R. (2023). Daily transformational leadership : A source of inspiration for follower performance ? 41(January 2022), 700–708. https://doi.org/10.1016/j.emj.2022.04.004

Bakker, A. B., & Woerkom, M. Van. (2017). Flow at Work : a Self-Determination Perspective. https://doi.org/10.1007/s41542-017-0003-3

Bauer, G. F., & Hämmig, O. (2014). Bridging occupational, organizational and public health: A transdisciplinary approach. Bridging Occupational, Organizational and Public Health: A Transdisciplinary Approach, 9789400756, 1–249. https://doi.org/10.1007/978-94-007-5640-3

Bicocca, M., & Aboramadan, M. (2019). Leadership styles and employees ’ work outcomes in nonprofit organizations : the role of work engagement. https://doi.org/10.1108/JMD-12-2019-0499

Colina, S., Marrone, N., Ingram, M., & Sánchez, D. (2017). Translation Quality Assessment in Health Research: A Functionalist Alternative to Back-Translation. Evaluation and the Health Professions, 40(3), 267–293. https://doi.org/10.1177/0163278716648191

Elfi, Y., Rahmat, A., & Arizal, N. (2023). The Influence of Leader Humor on Job Crafting in Mediation By Perception of Organizational Support and Work Engagement Employees Secretariat DPRD Riau Province. 2(2), 112–128.

Frazier, M. L. (2016). A Meta-Analytic Review of Psychological Safety. https://doi.org/10.1111/peps.12183.This

Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A., & Vracheva, V. (2017). Psychological Safety: A Meta-Analytic Review and Extension. Personnel Psychology, 70(1), 113–165. https://doi.org/10.1111/peps.12183

Fuller, L. P. (2021). Foundational Leadership Theory : An Ethical Leadership Approach to Developing Positive Employee Work Engagement. 2136–2151. https://doi.org/10.4236/ojbm.2021.95113

Maarouf, H. (2019). Pragmatism as a Supportive Paradigm for the Mixed Research Approach : Conceptualizing the Ontological , Epistemological , and Axiological Stances of Pragmatism. 12(9), 1–12. https://doi.org/10.5539/ibr.v12n9p1

O’Cass, A., & Weerawardena, J. (2010). The effects of perceived industry competitive intensity and marketing-related capabilities: Drivers of superior brand performance. Industrial Marketing Management, 39(4), 571–581. https://doi.org/10.1016/j.indmarman.2009.04.002

Rahmat, A., Hadiyati, & Abdillah, M. R. (2017). Pengaruh keadilan organisasi terhadap kepercayaan organisasi ( studi empiris pada seluruh sekolah tinggi ilmu ekonomi di kota pekanbaru. 14(2), 121–130.

Rahmat, A., & Oemar, F. (2023). Pengaruh Talent Management dan Knowledge Management Terhadap Employee Engagement. 2(3), 248–262.

Rahmat, A., & Seswandi, A. (2023). Ethical Leadership Cultivates Innovative Work Behaviors In Employees Work Engagement. 2(3), 151–162.

Salas-Vallina, A., Alegre, J., & Fernández, R. (2017). Organizational learning capability and organizational citizenship behaviour in the health sector: examining the role of happiness at work from a gender perspective. International Journal of Health Planning and Management, 32(2), e137–e159. https://doi.org/10.1002/hpm.2363

Schaufeli, W. B. (2017). ScienceDirect Applying the Job Demands-Resources model : A ‘ how to ’ guide to measuring and tackling work engagement and burnout. Organizational Dynamics, 46(2), 120–132. https://doi.org/10.1016/j.orgdyn.2017.04.008

Solimun, A. A. R., Fernandes, N. N., & Nurjannah, N. (2017). Multivariate statistical method: Structural equation modeling based on WarpPLS. Malang: UB press.

Tummers, L. G., & Bakker, A. B. (2021). Leadership and Job Demands-Resources Theory : A Systematic Review. 12(September), 1–13. https://doi.org/10.3389/fpsyg.2021.722080

Wang, Y. De, & Sung, W. C. (2016). Predictors of Organizational Citizenship Behavior: Ethical Leadership and Workplace Jealousy. Journal of Business Ethics, 135(1), 117–128. https://doi.org/10.1007/s10551-014-2480-5

Yadi, E., Rahmat, A., & Abdillah, M. R. (2022). Ethical Leadership And Knowledge Hiding Behavior : Mechanism Moral Identity. XXVI(02), 240–258.

Yulia, N., Rahmat, A., & Asfar, A. (2023). Kepemimpinan Yang Memberdayakan Terhadap Psychological Well-Being Dan Keterikatan Kerja. 2(1), 73–83.

Downloads

Published

2024-12-19

How to Cite

Rahmat, A., Hardi, H., Nurfaisal, N., Asfar, A., & Abbas, M. F. F. (2024). Basic Leadership Theory: An Ethical Leadership Approach to Developing Positive Lecturer Engagement. AL-ISHLAH: Jurnal Pendidikan, 16(4), 5029–5039. https://doi.org/10.35445/alishlah.v16i4.5927

Issue

Vol. 16 No. 4 (2024): AL-ISHLAH: JURNAL PENDIDIKAN

Section

Articles

Citation Check

License

Authors who publish with this journal agree to the following terms:

  1. Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
  2. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
  3. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.