Trust in leader, organizational commitment and employee silence: the moderating role of ethical leadership

Purpose This study aims to investigate the relationship between trust in leader, organizational commitment (OC) and different dimensions of employee silence, namely, acquiescent silence (AS), quiescent silence (QS), prosocial silence (PSS) and opportunistic silence (OPS). Furthermore, this study examines the mediating role of OC in the relationship between trust in leader and the dimensions of employee silence. Moreover, this study also explores the moderating role of ethical leadership (EL) in the relationship between trust in leader and the dimensions of employee silence. Design/methodology/approach Based on an employee sample ( n = 265) from the private banks in Southern India, a descriptive, nonexperimental analysis was conducted to study the relationship between trust in leader, OC and employee silence dimensions. A quantitative approach was adopted to the survey by distributing questionnaires to private-sector bank employees. A well-established measurement scale was used to collect data and the study results were analyzed using structural equation modellng to investigate the nature of the relationship considered in the study. Findings The results indicate that OC significantly influences various dimensions of employee silence, such as, QS and opportunistic and PSS behavior. However, the relationship between trust in a leader and all four dimensions of employee silence has produced insignificant results. Interestingly, the results indicate that OC mediates the relationship between trust in the leader and all the dimensions of employee silence (acquiescent, quiescent, prosocial and OPS). Moreover, EL significantly and negatively moderates the relationship between trust in a leader and AS. Also, EL significantly and negatively moderates the relationship between trust in a leader and OPS. The findings imply that when EL is high, trust in the leader helps reduce the employees’ AS and OPS behavior. Practical implications The results of this study have some important practical implications. First, it is understood from this study that the organization can address the issue of employee silent behavior when they focus on trust in the leader and the employees’ commitment. Second, as EL significantly moderates the relationship between trust in the leader and employee silence, organizations must groom immediate supervisors’ EL qualities to enhance the relationship of trust in the leader with employees’ acquiescence and OPS. Social implications By building trust in leaders and prioritizing ethical practices, the organizations can create a positive work environment that benefits all stakeholders and society. The findings of this research can be effectively leveraged to promote good governance and enhance public confidence in the banking sector. Ultimately, establishing trust in leadership boosts banks’ visibility and allows them to engage with wider audiences through online platforms, promoting their services effectively. Originality/value The originality of this study lies in its exploration of the critical role of trust in leader and OC shaping various dimensions of employee silence within the context of private banks. This study contributes to a better understanding of the relationship between trust in a leader and OC and its consequences. This study provides valuable implications for the private banking sector in predicting the motives behind employee silence and finding ways to mitigate this silent behavior. Also, the study has encapsulated the moderating role of EL in the relation between trust in leader and employee silence.