Background: The discussion of humble and integrity ethical leadership has been raised as one of the newest leadership theories in organizations over the last few years and have been considered as a necessity in the academic environment. Therefore, the purpose of this study is to examine the relationship between humble and integrity approaches of Ethical leadership with organizational performance and the mediating role social capital in this relationship.
Method: This research is descriptive-correlative. The statistical population of the study consisted of professors and staff with master's degree (N=600). Among them, 201 subjects were selected as the statistical sample by simple random sampling. Data were collected using a questionnaire. SPSS-AMOS software and structural equation method were used for data analysis.
Results: The results of the analysis of the statistical data of the research confirm the conceptual model and the research hypotheses with high confidence. This means that the two humble and integrity leadership methods have positive and significant relationship with organizational performance and the mediator role of social capital in this regard was accepted.
Conclusion: Findings show that universities and other organizations can increase the level of organizational performance of employees by strengthening the humble and integrity skills of leadership in managers and supervisors of the organizational units. Also, it is very important to paid attention to the mediator role of social capital in the relationship between ethical leadership and organizational performance.