Ethical Leadership and Organizational Support on Employee Performance: Work Engagement as an Intervening Variable at PT MAS

Darmilisan Darmilisan; Gunadi Gunadi; Randa Akbar

doi:10.37676/sosj.v3i2.1845

Authors

Darmilisan Darmilisan Universitas Pembangunan Panca Budi
Gunadi Gunadi Universitas Pembangunan Panca Budi
Randa Akbar Universitas Pembangunan Panca Budi

DOI:

https://doi.org/10.37676/sosj.v3i2.1845

Keywords:

Employee Performance, Ethical Leadership, Organizational Support, Work Engagement, Intervening Variable

Abstract

This study examines the effects of ethical leadership and perceived organizational support on employee performance at PT MAS, with work engagement as an intervening variable. A quantitative, explanatory, cross-sectional design was applied to 200 employees selected through simple random sampling. Data were collected using a structured five-point Likert questionnaire measuring ethical leadership, organizational support, work engagement, and employee performance, and were analyzed using Structural Equation Modeling with bootstrapping. The measurement model met convergent, discriminant, and reliability requirements. The structural results show positive effects of ethical leadership on work engagement (beta = 0.41), organizational support on work engagement (beta = 0.38), work engagement on employee performance (beta = 0.49), ethical leadership on performance (beta = 0.22), and organizational support on performance (beta = 0.19). Work engagement significantly mediated both leadership-performance and support-performance relationships. The model explained 58% of the variance in work engagement and 67% of employee performance. These findings indicate that ethical leadership and organizational support improve performance most effectively when they strengthen employee engagement.

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