Jeremy Mitonga-Monga

Perceived leadership style and employee participation in a manufacturing company in the democratic republic of Congo

This study examined the relationship between the perceived leadership style (measured by the leader behavior descriptive questionnaire) and employee participation (measured by the employee participation survey), and looked at how individuals differ with respect to these variables in terms of demographical factors such as gender, age, educational level and functional department. A crosssectional survey was conducted with a convenience sample of 200 employees from a manufacturing company in the Democratic Republic of Congo. The results indicated that the participants’ perceptions of a leader’s behavioral style have a significant influence on their perceptions of employee participation. The study further found that male participants perceived their leader’s style significantly more positive than their female counterparts. Participants’ with master’s and doctoral degrees were significantly more positive about the level of employee participation than the participants with undergraduate levels qualifications. Participants in the exploitation management department were significantly more positive about their leaders’ style than those in the other functional departments. The findings add new knowledge that may be used to inform human resource practitioners in the development and coaching of leaders and employees in manufacturing companies.

Perceived ethical leadership: Its moderating influence on employees’ organisational commitment and organisational citizenship behaviours

This study investigated the extent to which employees’ perception of ethical leadership moderated their organisational commitment and organisational citizenship behaviour. A non-probability purposive sample (N = 839; females = 32%) of employees in a railway organisation in the Democratic Republic of Congo (DRC) participated in the study. They completed the following measures: the Organisational Commitment Scale (OCS), the Organisational Citizenship Behaviour Questionnaire (OCBQ) and the Ethical Leadership Scale (ELS). Stepwise hierarchical regression analysis was utilised to determine the influence of employees’ perceptions of the relationships between their self-reported organisational commitment and organisational citizenship behaviour. The results indicated employee perceptions of the integrity, fairness and honesty aspects of ethical leadership to explain their affective, continuance and normative aspects of organisational commitment and organisational citizenship behaviour. The results also showed that employee perceptions of high ethical leadership influenced their willingness to engage in positive organisational commitment such as psychological attachment, work continuance, normative commitment and also their organisational citizen behaviours such as altruism, conscientiousness, courtesy and civic virtue. By implication, leaders with high ethical conduct have the potential to positively stimulate the commitment of employees towards supporting the organisational values and mission.

Ethics culture and ethics climate in relation to employee engagement in a developing country setting

The study investigated the relationship between employees’ perceived workplace ethics culture and climate variables and their level of engagement. A non-probability sample (N = 839; females = 32%) was permanently employed in a railway organisation in the Democratic Republic of Congo (DRC). The research constructs were measured using the Corporate Ethical Virtues (CEV) Scale, Ethical Climate Questionnaire (ECQ), and Utrecht Work Engagement Scale (UWES). A canonical analysis indicated that the participants’ perceived workplace ethics culture and workplace ethics climate were significantly and positively related to their level of engagement. Structural equation modelling indicated a moderate fit between the workplace ethics culture, workplace ethics climate and employee engagement canonical variate constructs. The findings provide evidence that individuals perception of work ethics culture and work ethics climate explain their level of work engagement.

Workplace ethics culture and work engagement: The mediating effect of ethical leadership in a developing world context

This study examined the mediating effect of ethical leadership on the relationship between workplace ethics culture and work engagement among employees in a railway transport organisation in the Democratic Republic of the Congo (DRC). The sample consisted of permanently employed staff in a railway organisation in the DRC (n = 839; females = 32%). The employees were required to complete the Ethical Leadership Scale (ELS), the Ethical Corporate Virtue model (ECV) and the Utrecht Work Engagement Scale (UWES). Mediating regression analyses were conducted to predict work engagement from workplace ethics culture, partialling out ethical leadership. The results show that workplace ethics culture had a significantly positive effect on work engagement. The results further indicated that workplace ethics culture, through the mediation of perceived ethical leadership, had a significantly positive effect on the work engagement dimensions of vigour, dedication and absorption. The findings provide evidence that ethical leadership plays a crucial role in shaping workplace ethics culture and employees’ level of work engagement in an emerging country work setting.

Perceived ethical leadership in relation to employees' organisational commitment in an organisation in the Democratic Republic of Congo.

The aim of this study is to determine the relationship between ethical leadership and organisational commitment. A cross-sectional quantitative survey approach was used, with a non-probability purposive sample of 839 employees from a railway organisation in the Democratic Republic of Congo. The results indicate that ethical leadership perceptions have a significant influence on the level of organisational commitment. The study further indicated that ethical leadership predicted employees’ affective, continuance and normative and overall commitment. These results add new insights to the construct of business ethics by showing that a positive perception of ethical leadership by employees is an important consideration in enhancing their organisational commitment.The aim of this study is to determine the relationship between ethical leadership and organisational commitment. A cross-sectional quantitative survey approach was used, with a non-probability purposive sample of 839 employees from a railway organisation in the Democratic Republic of Congo. The results indicate that ethical leadership perceptions have a significant influence on the level of organisational commitment. The study further indicated that ethical leadership predicted employees’ affective, continuance and normative and overall commitment. These results add new insights to the construct of business ethics by showing that a positive perception of ethical leadership by employees is an important consideration in enhancing their organisational commitment.

Effects of employees’ sense of coherence on leadership style and work engagement

This study investigated the extent to which employees’ sense of coherence (SOC) mediated their perception of their leaders’ style and work engagement. Study participants comprised a convenience sampling of 200 employees of the manufacturing sector industry in the Democratic Republic of the Congo (DRC) (females = 40%; age range 40 to 55; mean years of work experience = 12.5; SD = 41.9). They completed the Leadership Behaviour Descriptive Questionnaire (LBDQ), the Utrecht Work Engagement Scale (UWES), and the Orientation to Life Questionnaire (OLQ). Data was analysed by means of a hierarchical regression analysis to determine the influence of employees’ self-reported SOC on their perceived leadership style and work engagement. The results indicated that employees’ SOC explains perceived leadership style and work engagement only among those with high SOC. By implication, high SOC is an organisational culture resource for the leader–followers relationship, psychological health, and organisation productivity.