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Organizations with committed employees create a sustainable high-performance and stable environment over the long term. Leadership should be a key component determining organizational commitment. Therefore, the purpose of this paper is to examine the relationship between ethical leadership and its association to employee commitment.

A quantitative method was chosen for this study because the objective was to correlate variables and predict a set of outcomes. Employees from 13 commercial banks listed in Amman Stock Exchange completed a survey designed to gather their perceptions of study variables.

The results show that there is a positive and significant relationship between ethical leadership and two components of organizational commitment, namely, affective commitment and normative commitment. Additionally, the results show that there is no relationship between ethical leadership and continuous commitment.

The study was conducted in the banking sector of Jordan. Therefore, the results may not generalize to other sectors. Additionally, this study might have self-selection and non-response bias. This occurs when the entities in the sample are given a choice to participate. If a set of members in the sample decides not to participate, it reduces the ability to generalize the results to the entire population.

Managers should strive to enhance the levels of both affective and normative commitment in their organizations and that the ethical leadership of managers plays a significant role in developing employees and ethical organizational cultures.

To date, there has been little empirical research regarding the relationship between ethical leadership and its influence on organizational commitment, and, as such, this study has been beneficial in its contribution to the early body of knowledge of ethical leaderships which provides confirmatory evidence about a significant effect that perceived ethical leadership has on organizational.

The purpose of this study is to investigate the impact of organisational socialisation tactics, namely, context-based, content-based and social-based tactics, on affective commitment by the mediating role of perceived organisational support.

A quantitative study was conducted using a judgmental sample of 119 newcomers with one-year experience or less in Jordanian small and medium-sized enterprises. The collected data were analysed using bootstrapped procedure by the partial least squares-structural equation modelling.

The empirical results show that perceived organisational support plays a crucial role in mediating the relationships between socialisation tactics and affective commitment. Specifically, both social-based tactics and content-based tactics have a significant indirect effect on affective commitment through perceived organisational support. However, context-based tactics do not directly or indirectly influence affective commitment or perceived organisational support significantly.

To the best of the authors’ knowledge, this study is among the first studies in the Jordanian context that investigate the relationship between organisational socialisation and affective commitment by the mediating role of perceived organisational support, thus adding originality to the existing literature. Furthermore, this study contributes to the scholarly debate on the relationship between socialisation and outcomes.

The purpose of the article is to shed light on how COVID-19 affects employee involvement in environmental responsibility and innovative performance in the banking industry, and whether employee engagement mediates the relationship between the variables. Thus, this study tries to understand bank employees’ perspectives in relation to the variables.

The study was collected during Time lag (1) and Time lag (2) from 156 to 216 bank employees, respectively. The study applied two types of analysis, to comprehend the impact of COVID-19 on employees, descriptive analysis and the partial least squares (PLS) are used.

The study's findings focused mainly on the influence of COVID-19 in Jordanian banks on employee innovative performance (EIP) due to pandemic, in addition to its effect on environmental responsibility engagement (ERE). The findings indicated a positive significant relationship between the variables. Meanwhile, employee engagement (EE) mediated the effect between the exogenous and endogenous variables.

The current research provide light on the value of employees' innovative performance and banks' commitment to environmental responsibility for those working in the banking industry, particularly during a pandemic. The findings have significant ramifications for the banking industry and in raising employee engagement.