Use the two articles that highlight and explain two of the biggest issues facing financial managers today. One of the articles should be about the challenge of maintaining ethical financial integrity and the other article should be on any other challenge that a financial manager may face (e.g., competition, foreign markets, government intervention, etc.).

Analyze your findings from the articles in a two- to three-page paper (excluding title and references pages). The paper should be formatted according to APA style

Abstract aim – The aim of this paper is to investigate how leader integrity and ethical leadership can influence trust in the leader and employee work engagement. Design/methodology/approach – Data were collected using an electronic web-based questionnaire completed by 204 employees from various business organisations. Data were analysed by means of item analysis and confirmatory factor analysis conducted via structural equation modelling. Findings – High levels of reliability were found for the measurement scales. Good model fit was demonstrated for the measurement and structural models. Empirical support was found for all the postulated relationships in the structural model. Originality/value – This study is the first to analyse the joint relationships between leader integrity and work engagement through the mediating role of ethical leadership (i.e. moral management) and trust in the leader. The findings emphasise the key role played by ethical leaders in creating an ethical and trusting work climate conducive for employee engagement. Keywords Work engagement, Integrity, Trust in leader, Ethical leadership Paper type Research paper

Introduction Identifying the situations that foster work engagement of employees is vital for the sustainability and growth of organisations (Bakker and Demerouti, 2008; Den Hartog and Belschak, 2012; Tims et al., 2011). Engaged employees are more productive, enjoy their work, and are more efficient and involved in their work (Tims et al., 2011). One of the conditions that are critical in strengthening work engagement is organisational trust (Buckley, 2011). Because employees are more likely to engage in their work if they are drawn upon themselves to perform their roles, trust on the part of management is essential. Excessive monitoring and enforcement from management can hamper employees’ tendency to engage in their work.

Ethical leadership is critical to a leader’s credibility and his/her potential to exert meaningful influence (Den Hartog and Belschak, 2012). This credibility of ethical leaders is likely to have a significant influence on trust between a leader and followers (Eisenbeiss and Giessber, 2012).

Honesty, which refers to adherence to moral principles, captures the essence of ethical values and therefore can be seen as an important driver of ethical leadership (Palanski and Yammarino, 2011; Van Aswegen and Engelbrecht, 2009). One can also consider the impact integrity has on the concept of trust in that followers have confidence in leaders who are perceived as high on integrity (Schoorman et al., 2007).

Conceptualisation of ethical leadership Researchers have begun to consider ethical leadership as a separate leadership style in itself rather than focusing only on the ethical elements of other leadership styles (e.g. transformational, authentic and servant leadership) (Brown et al., 2005; Kalshoven et al., 2011; Yukl et al., 2011).

Leadership & Organization Development Journal Vol. 38 No. 3, 2017 pp. 368-379 © Emerald Publishing Limited 0143-7739 DOI 10.1108/LODJ-11-2015-0237

Received 2 November 2015 Revised 16 May 2016 Accepted 16 May 2016

The current issue and full text archive of this journal is available on Emerald Insight at: