The Role of Ethical Leadership in Promoting Organizational Commitment and Reducing Deviance

Abstract This study examines how ethical leadership influences organizational commitment and reduces workplace deviance in the banking sector. Grounded in social learning theory, it posits that leaders who model ethical conduct foster employees’ emotional attachment to the organization and discourage counterproductive behaviors. A cross-sectional survey design was employed with simulated quantitative data (N=300 bank employees). Ethical leadership, organizational commitment, and workplace deviance were measured via established Likert-scale instruments. Simulated data analyses (tables) revealed that ethical leadership correlated positively with organizational commitment (r≈0.55, p<.01) and negatively with deviant behavior (r≈–0.44, p<.01). Regression results showed ethical leadership significantly predicted higher commitment (β≈0.66, p<.001) and lower deviance (β≈–0.71, p<.001). These findings align with prior research[1][2]. The paper discusses implications for bank managers: cultivating ethical leadership may strengthen employee commitment and deter misconduct. Limitations (simulated data) and directions for future field research are noted.