The article “Effect of organizational integrity and leadership behavior on organizational excellence: Mediator role of work engagement” by Hadi AL-Abrrow et al. first appeared in the 2019 edition of the International Journal of Organizational Analysis. The research that served as the basis of the article included confirmatory factor analysis and was devoted to revealing the connection between the behavior of leaders and the work engagement of the employees. In other words, the research aimed to measure the level of importance of leadership behavior for the employees’ performance.
Organizational Integrity’s Positively Relation to Work Engagement
The authors’ ideas stated in the article are mainly devoted to the effect that leadership has on the employees. Firstly, the study has revealed that organizational integrity, which means appropriate behavior of all the organization’s employees reflected in, for instance, their honesty, care, and respectability towards each other, influences work engagement positively. Thus, this combination of qualities and the commonness of their use among colleagues can lead to changes in the employees’ level of devotedness to work.
Leadership Behaviour’s Positively Relation to Work Engagement
Secondly, the research has shown that the factor mentioned above can even be considered more comprehensive. To be more exact, organizational integrity affects the performance rates and the leadership behavior as a holistic complex of actions does the same (AL-Abrrow, Abdullah, & Atshan, 2019). The authors highlight the vitality of proper behavior of the organizational leaders for the employees’ work engagement.
Work Engagement’s Positive Relation to Organisational Excellence
Thirdly, the authors have proved the connection between working engagement, which is influenced by the factors mentioned above, with the most complex factor in this analysis – organizational excellence. Although there cannot be any straightforward ways of reaching success, and the situation varies in every single case, the authors have revealed that a high level of working engagement among employees contributes to the company’s success. Therefore, AL-Abrrow et al. state that “achieving organizational excellence requires a focus on employees and customers,” which, for its part, implies that the level of personnel’s devotedness is vital for the whole company’s performance.
Considering the authors’ first point, although it seems profoundly rational, it is significant to explain why people believe it is natural to see the relation between integrity among colleagues and the desire to work. The idea of the excellence of financial motivation may still be widespread. However, the economic and social changes have led to a change in the employees’ preferences. For instance, job satisfaction includes safety at work, job security, relationships with co-workers, motivation, and performance recognition (Increasing employee job satisfaction: Factors, 2020). This tendency is long-lasting and is spread world wide enough to make people aware of it despite their level of familiarity with the literature on the topic. Hence, it is logical that integrity, implying the essential human qualities, plays a significant role in the corporate culture, the employees, and their desire to bring results for the company they work at.
The same thing may be said about leadership behavior. More particularly, it is the critical factor influencing people’s performance, and its positive effect can be reached through the leaders’ interaction with employees. Proving the employees that they are valued and showing their irreplaceability for the company, leaders contribute to their level of job satisfaction (Increasing employee job satisfaction: Factors, 2020). With managers’ using the implantation of leadership skills and the fit between their words and actions, this interaction can create an atmosphere of trust and reliability at work.
As far as active engagement is concerned, its contribution to organizational excellence is not at all prominent. However, it is possible to explain it based on the logic of interactions between colleagues during their work time. The two factors above have been proven to impact the employees’ desire to work hard. Working hard in the context of an organization means doing one’s best to achieve the results set by the leadership. Thus, there is a direct connection between employees’ willingness to work and the performance results of the whole company because the more employees work hard, the better are the results of their work and the consolidation of them.
The results of the study can have a vast practical application. The research indicated that organizational excellence might only be achieved through focusing on building positive employees’ attitudes towards work. This, in turn, implies managers focusing on the interactions with employees aimed at showing that their words and actions do not contradict each other. Most importantly, this study shows that employees’ perceptions and vision of the organization depend on how the leadership and colleagues communicate with them. Thus, the instructions on how to behave and communicate with employees can be created to increase organizational success, as the study makes the importance of the employees’ comfort at work more notable.
This review evaluated the article “Effect of organizational integrity and leadership behavior on organizational excellence: Mediator role of work engagement” by Hadi AL-Abrrow et al. The connection between particular features of leaders’ and colleagues’ behavior such as integrity and reliance affecting the employees’ work engagement was revealed. The relation of those factors to organizational performance has shown that they are fundamentally crucial for reaching success.
AL-Abrrow, H., Abdullah, H., & Atshan, N. (2019). Effect of organisational integrity and leadership behaviour on organisational excellence: Mediator role of work engagement. International Journal of Organizational Analysis, 27(4), 972-985. Web.
Increasing employee job satisfaction: Factors that have a positive effect. (2020). Development and Learning in Organizations, 34(4), 53-55. Web.