The Impact of Ethical Leadership on Job Performance A Field Study of Yemeni Commercial Banks in the Capital, Sana'a
This research is specialized in the field of financial and business management, specifically in the area of banking. It aims to explore the impact of ethical leadership on job performance in Yemeni commercial banks operating in the Capital Secretariat of Sana'a. The study seeks to identify the level of commitment of administrative leadership in these banks to applying ethical leadership concepts in banking transactions, as well as to assess the level of job performance among employees in these institutions. The researcher adopted the descriptive analytical method and used a questionnaire as the primary research tool. The study population consisted of six Yemeni commercial banks operating in the Capital Secretariat, with a total of 1,487 employees. A sample of 306 participants representing all job levels was selected. Questionnaires were distributed accordingly, and 284 were returned, of which 274 were valid for analysis—representing 89% of the total research sample. Several modern statistical measures were used to perform data analysis, including the internal consistency test for study variables and items, VIF (Variance Inflation Factor), as well as simple, multiple, and stepwise regression analyses to test the effects of independent variables on dependent ones. Additionally, the ANOVA test was applied. The researcher used SPSS and AMOS software to analyze and test the results. The study concluded with several key findings, the most important of which are:
1. Yemeni commercial banks in Sana'a apply ethical leadership to a relatively high degree.
2. Job performance levels were found to be high.
3. There is a statistically significant impact of ethical leadership on job performance in these banks.
The research provided several recommendations based on the findings, the most notable being:
1. A recommendation for bank management to place greater emphasis on implementing ethical codes across all employees and formally communicating these codes to clients.
2. A recommendation to increase efforts in conducting training and qualification programs to improve employee job performance and to reinforce and encourage ethical behavior in all banking tasks.
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