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This study aims to comprehensively analyse and synthesize existing studies that investigate the relationship between ethical leadership and organizational silence. This review also aims to provide a detailed understanding of the impact of ethical leadership on various dimensions of organizational silence.

This study uses a systematic review methodology, adhering to Preferred Reporting Items for Systematic Reviews and Meta-analysis guidelines, to explore the relationship between ethical leadership and organizational silence. Using the SCOPUS database, the search involved Boolean operators to narrow down relevant papers published in English between 2000 and 2023. Following a meticulous screening process, 10 papers were selected for review after removing duplicates and excluding non-English or irrelevant studies. The selected papers underwent a methodological quality assessment, ensuring focused research questions, precise subject selection methods, representative samples and reliable measurement instruments.

This study has led to two crucial findings. Firstly, the review has revealed that employees feel secure and motivated to share their opinions when leaders are ethical, which is essential from the perspective of organizational performance. Secondly, in a collectivist culture, employees generally do not express their views (prosocial silence) even though the leaders are ethical. However, in an individualistic culture, employees express their views and opinions on organizational matters even though leaders are ethical.

This research has three research implications. Firstly, the papers on the relationship between ethical leadership and organizational silence followed quantitative approach. Besides, there is a dearth of qualitative studies. Therefore, qualitative studies are urgently needed to understand the true nature of this relationship. Secondly, the relationship between ethical leadership and organizational silence in existing literature is inconsistent. Several studies have reported a non-significant relationship between these two constructs, which requires further investigation. Thirdly, most existing literature on the relationship between ethical leadership and organizational silence is concentrated in the manufacturing sector. Therefore, it is necessary to test this model, even in the services or other sectors.

To the best of the authors’ knowledge, this is the first study to have reviewed the impact of ethical leadership on organizational silence. This review provides insights into how ethical leadership can mitigate silent behaviour. In addition, this review suggests future research directions pertaining to the relationship between ethical leadership and organizational silence.

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.

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.

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.

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.

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.

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.

The central purpose of this study is to investigate the relative effects of leadership styles, i.e. transactional leadership and transformational leadership, and achievement motivation on the entrepreneurial potential of MBA and engineering students. This study also examines whether the MBA and engineering students differ in terms of their entrepreneurial potential.

This study has used a cross-sectional research design along with a quasi-experimental research method to investigate the study's objectives on a sample consisting of 952 engineering and business students. The study has also used the PLS-SEM approach to carry out the data analysis, and to evaluate the group differences among MBA and engineering students concerning the relationships investigated, i.e. leadership motivation-entrepreneurial potential, and achievement motivation-entrepreneurial potential.

This research has primarily made four findings. First, the study has found that there are statistically significant differences between students pursuing a business education, and those students who are seeking management education about their entrepreneurial potential. Second, this study demonstrates that leadership and achievement motivation are strongly associated with entrepreneurial potential. Third, this research shows that the achievement motivation-entrepreneurial potential is more substantial among engineering students than among business students. However, the leadership-entrepreneurial potential relationship is more influential among MBA students than among engineering students. Lastly, the effect size of leadership is small in comparison with the effect size of achievement motivation, which is substantially healthy.

This research has attempted to address the riddle of a leadership attribution error in the context of entrepreneurship. Accordingly, this study has demonstrated that the idea of leadership attribution error has empirical evidence in the context of entrepreneurship also. Further, this study has tried to address the “behavior-motive preeminence” dichotomy. The results of this research show that internal motivation is more reliable than external leadership behavior in cultivating the entrepreneurial potential of students.