Coaching Ethical Values: An Empirical Investigation in Mentoring Dyads of the Relation Between Engaging Leadership and Ethical Organizational Values

This study explores the association between engaging leadership and the strength of an ethical organizational culture (EOC) in leader–follower mentoring dyads. In particular, we use an Actor Partner Interdependence Mediation model to test in a sample of 20 dyads the mediating role of relational variables (psychological safety, distrust, organizational identification and knowledge sharing) as reported by the mentees in the relation between engaging leadership and EOC. Our research shows that mentor–mentee perceptions of engaging leadership are positively correlated. Engaging leadership as reported by mentees was negatively related to distrust and positively to psychological safety, knowledge-sharing and organizational identification. Furthermore, engaging leadership as reported by mentors significantly reduced distrust and increased the strength of EOC, as reported by mentees and mentors. Although knowledge sharing strengthened the EOC, none of the indirect effects of empowering leadership on EOC were significant. The results underscore the importance of engaging leadership in strengthening trust, psychological safety and organizational identification, while highlighting the role of dyadic relationships in promoting a strong EOC.