Purpose

It is necessary for organizations to have committed employees to perform properly and be able to survive in a competitive world. One of the key components of organizational commitment is implementation of ethical leadership. The purpose of this study is to examine the relationship between ethical leadership and organizational commitment in fire organizations of Tehran.

Design/methodology/approach

A descriptive-correlational study was carried out in 2019. The sample consisted of 200 randomly selected participants, active in executive and headquarters divisions of fire department in Tehran. To collect data, a questionnaire with three different parts: demographics, organizational commitment questionnaire and the ethical leadership scale, was used. Data analysis were performed by AMOS24 and SPSS software, and data are presented as descriptive statistics of frequency, percentages, mean ± standard deviation (SD) and Pearson’s correlation coefficient.

Findings

Mean and SD for organizational commitment and ethical leadership were 3.44 ± 0.7 and 3.66 ± 0.62, respectively. Affective commitment had the highest average score among organizational commitment dimensions (3.63 ± 0.75). Among ethical leadership dimensions, ethical management showed the highest average (3.79 ± 0.70). Each component of organizational commitment, i.e. affective commitment, continuance commitment and normative commitment, also showed a significant relationship with ethical leadership (p < 0.05). Model fit results revealed that independent variables could anticipate 87% of changes of dependent variables in organizational commitment.

Originality/value

The results show a significantly positive relationship between ethical leadership and organizational commitment among the firefighters. Therefore, by using ethical leadership method, i.e. being a role model, improving the relations between management and employees, establishing trust and mutual respect, managers of fire departments can increase firefighters’ organizational commitment, affective commitment, continuance commitment and normative commitment and prevent them from quitting.

中文翻译：

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道德领导对消防组织的组织承诺的影响

目的

对于组织而言，有必要让员工尽职尽责并能够在竞争激烈的世界中生存。组织承诺的关键组成部分之一是道德领导力的实施。本研究的目的是检验德黑兰消防组织中道德领导与组织承诺之间的关系。

设计/方法/方法

2019年进行了描述性相关研究。该样本包括200名随机选择的参与者，活跃于德黑兰消防部门的行政和总部部门。为了收集数据，使用了包含三个不同部分的调查表：人口统计，组织承诺调查表和道德领导量表。数据分析通过AMOS24和SPSS软件进行，数据以频率，百分比，均值±标准差（SD）和Pearson相关系数的描述性统计形式呈现。

发现

组织承诺和道德领导力的平均值和标准差分别为3.44±0.7和3.66±0.62。情感承诺在组织承诺维度中的平均得分最高（3.63±0.75）。在道德领导力维度中，道德管理表现出最高的平均水平（3.79±0.70）。组织承诺的每个组成部分，即情感承诺，持续性承诺和规范性承诺，也显示出与道德领导者之间的显着关系（p <0.05）。模型拟合结果显示，自变量可以预期组织承诺中因变量变化的87％。

创意/价值

结果表明，消防员的道德领导力与组织承诺之间存在显着的正相关关系。因此，通过使用道德领导方法，即作为榜样，改善管理层与员工之间的关系，建立信任和相互尊重，消防部门的管理人员可以增加消防员的组织承诺，情感承诺，持续承诺和规范承诺，并防止他们从退出。