Abstract
This study examines ethical leadership behaviour (ELB) as a driver of sustainable workplaces by investigating its direct and indirect effects on affective commitment (AC), continuous commitment (CC), and normative commitment (NC) through employee well-being (EWB). Using theories about social exchanges, resource conservation, and emotional events, a model was tested with survey data from 868 employees in a developing country. The results show that ethical leadership behaviour (ELB) strongly influences employee well-being (EWB) and directly affects affective commitment (AC), continuance commitment (CC), and normative commitment (NC). EWB positively predicts AC (β = 0.345, p < .001), but its relationship with CC is non-significant (β = −0.045, p = .419), and its relationship with NC is negative (β = −0.176, p < .001). The findings highlight differentiated commitment outcomes and underscore employee well-being as a central sustainability mechanism through which ethical leadership strengthens healthy workplace attachment.