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  1. Analysing the Relationship Between Ethical Leadership and the Voice of Malaysian Muslim Employees.Zulham Zulham, Qurratul Aini, Nasir Mehmood, Sandhir Sharma, A. Heri Iswanto, Ismail Suardi Wekke, Anna Gustina Zainal, Elena Pavlovna Panova & Natalia Fedorova - 00/2022 - HTS Theological Studies 78 (4):1-6.
    Ethical behaviour, in its simplest terms, means knowing and doing what is right. Nevertheless, the main difficulty is how to define the word ‘right’. For this purpose, various individuals, cultures and religions have thus far portrayed it in different ways. The present study reflected on the Islamic society, wherein ethical leadership has been one of the most effective factors in its continuation of life and success, with a vital role in its growth, development and progress. Accordingly, the relationship between ethical (...)
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  • The Impact of Authoritarian Leadership on Ethical Voice: A Moderated Mediation Model of Felt Uncertainty and Leader Benevolence.Yuyan Zheng, Les Graham, Jiing-Lih Farh & Xu Huang - 2021 - Journal of Business Ethics 170 (1):133-146.
    In a sample of 522 police officers and staff in an English police force, we investigated the role of authoritarian leadership in reducing the levels of employee ethical voice. Drawing upon uncertainty management theory, we found that authoritarian leadership was negatively related to employee ethical voice through increased levels of felt uncertainty, when the effects of a motivational-based mechanism suggested by previous studies were controlled. In addition, we found that the negative relationship between authoritarian leadership and employee ethical voice via (...)
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  • The Impact of Leader Proactivity on Follower Proactivity: A Chain Mediation Model.Kaixin Zhang & Zilong Cui - 2022 - Frontiers in Psychology 13.
    This study aims to explore the linking mechanisms underlying the relationship between leader proactivity and follower proactivity. Drawing on social learning theory, the present research investigates the effects of leader proactivity on follower proactivity by developing a chain mediation model. An analysis of three-wave lagged data on 575 employees of six firms in China shows that leader proactivity is positively related to follower proactivity and that employees’ role breadth self-efficacy and felt responsibility for constructive change mediate this relationship. The analytical (...)
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  • Socially Responsible Human Resource Management and Employee Moral Voice: Based on the Self-determination Theory.Hongdan Zhao, Yuanhua Chen & Weiwei Liu - forthcoming - Journal of Business Ethics:1-18.
    Behind the frequent occurrence of business scandals, it is often the silence and connivance of organizational immorality. Moral voice, a kind of employee active moral behavior, inhibits and prevents the organizational unethical phenomenon. Some researchers have sought to explore how to arouse employee moral voice. However, the limited studies mainly investigated the antecedents of leadership styles, ignoring the impact of the organizational factor on moral voice. Based on the self-determination theory, the current study constructs a theoretical model about how socially (...)
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  • Ethical Leadership and Follower Moral Actions: Investigating an Emotional Linkage.Yajun Zhang, Fangfang Zhou & Jianghua Mao - 2018 - Frontiers in Psychology 9.
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  • How to Avoid Coworker Relationship Conflict: A Study of Leader-Member Exchange, Value Congruence, and Workplace Behavior.Conna Yang - 2020 - Asian Journal of Business Ethics 9 (1):47-71.
    Recent studies have documented the relationship of leadership behavior with employee performance and workplace behaviors. Yet, little attention has been directed at the impact of leadership behavior on the aspects of workplace behaviors such as value congruence and relationship conflict. The goal of this study is to examine the influence of leader-member exchange regarding the outcomes of relationship conflict, organizational commitment, and citizenship behavior among employees with value congruence as a moderator. Data was collected using an online questionnaire with a (...)
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  • An Ego Depletion Perspective Linking Political Behavior to Interpersonal Deviance.Jing Xiu, Junwei Zheng, Zhigang Li & Zhenduo Zhang - 2022 - Frontiers in Psychology 13.
    A political act is a typical self-serving behavior that works to promote or protect self-interest. However, limited research explores its relationship with daily downstream behavior. Based on the ego depletion theory, the present study attempts to clarify when and how daily political acts will be transformed into interpersonal deviance. We collected 760 cases nested in 152 full time workers in mainland China through the experience sampling method. Via a multilevel structural equation model and hierarchical linear model, we tested the mediated (...)
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  • Ethical Leadership and Followers’ Career Satisfaction, Mobility, and Promotability: A P-E Fit Perspective.Ruobing Xi, Kun Yu, Yao Ge & Peiyue Cao - 2022 - Frontiers in Psychology 13.
    The purpose of this paper is to examine the effect of ethical leadership on followers’ subjective and objective career success from a P-E fit perspective. Specifically, the mediating effects of demands-abilities fit, needs-supplies fit, and person-organization fit in the relationship between ethical leadership and employee subjective and objective career success were investigated. We collected two-wave data from 160 employees and used hierarchical regressions to test the hypotheses. The findings revealed that ethical leadership had a positive effect on employee career satisfaction, (...)
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  • How Does Ethical Leadership Trickle Down? Test of an Integrative Dual-Process Model.Zhen Wang, Haoying Xu & Yukun Liu - 2018 - Journal of Business Ethics 153 (3):691-705.
    Although the trickle-down effect of ethical leadership has been documented in the literature, its underlying mechanism still remains largely unclear. To address this gap, we develop a cross-level dual-process model to explain how the effect occurs. Drawing on social learning theory, we hypothesize that the ethical leadership of high-level managers could cascade to middle-level supervisors via its impact on middle-level supervisors’ two ethical expectations. Using a sample of 69 middle-level supervisors and 381 subordinates across 69 sub-branches from a large banking (...)
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  • Exploring How and When Ethical Conflict Impairs Employee Organizational Commitment: A Stress Perspective Investigation.Zhen Wang, Haoying Xu & Meng Song - 2021 - Business Ethics: A European Review 30 (2):172-187.
    Business Ethics: A European Review, EarlyView.
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  • Exploring Missing Links Between Ethical Leadership and Multidimensional Work Behavior: The Mediating Role of Multidimensional Psychological Ownership.Hung-Yu Tsai - 2022 - Ethics and Behavior 32 (8):729-739.
    ABSTRACT We investigated how employees’ perceptions of ethical leadership affects different facets of work behavior. We also explored the effects of psychological ownership on this relationship. Data were collected from 456 workers from various industries in Taiwan over three time periods. Ethical leadership positively related to both psychological ownership of the job and organization. Specifically, we found that psychological ownership of the job positively predicted contextual performance and was negatively associated with counterproductive work behavior. Additionally we found psychological ownership for (...)
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  • Level of Agreement Between Sales Managers and Salespeople on the Need for Internal Virtue Ethics and a Direct Path From Satisfaction with Manager to Turnover Intent.Kevin J. Shanahan & Christopher D. Hopkins - 2019 - Journal of Business Ethics 159 (3):837-848.
    The nature of the sales manager/salesperson relationship is examined. Our study investigates the level of agreement between sales managers and salespeople on the importance of the salesperson having specific internal virtues in order to do their job properly. Unlike external virtues that can be codified into codes of conduct, internal virtues are traits that cannot be codified but rather are part of the spiritual makeup of the person. Findings suggest that the level of agreement between sales managers and salespeople in (...)
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  • A Cross-Level Study of the Relationship Between Ethical Leadership and Employee Constructive Deviance: Effects of Moral Self-Efficacy and Psychological Safety Climate.Luming Shang & Lei Yang - 2022 - Frontiers in Psychology 13.
    Constructive deviance describes acts that benefit the organization by deviating from outdated organizational norms. Despite emerging interest in this behavior, questions remain about why and how constructive deviance occurs. This paper integrates social learning and uncertainty reduction theories, and develops a multilevel model linking team-level ethical leadership to employee constructive deviance. Surveying 313 subordinates and 52 supervisors from 15 different companies in eastern China, we find that team-level ethical leadership has a positive impact on employee constructive deviance, and that both (...)
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  • Should Authentic Leaders Value Power? A Study of Leaders’ Values and Perceived Value Congruence.Yuanmei Elly Qu, Marie T. Dasborough, Mi Zhou & Gergana Todorova - 2019 - Journal of Business Ethics 156 (4):1027-1044.
    Although there is consensus that authentic leaders act according to their true values, we have no empirical evidence of what specific values authentic leaders have. While traditional leadership approaches place power at the core of leadership, authentic leadership scholars would argue that benevolence is the value that is central to effective authentic leadership. To date, the questions about whether and when authentic leaders with high power values promote or hurt followers’ performance have not been investigated. Ostensibly, authentic leaders with high (...)
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  • Ethical Leadership and Work Engagement: A Moderated Mediation Model.Rana Muhammad Naeem, Qingxiong Weng, Zahid Hameed & Muhammad Imran Rasheed - 2020 - Ethics and Behavior 30 (1):63-82.
    Drawing on social cognitive theory, this study extends our understanding of the relationship between ethical leadership and employee work engagement, by exploring self-efficacy as an important mediating variable. In addition, we propose that the quality of LMX moderates the relationships such that the direct and indirect relationships between ethical leadership, self-efficacy, and work engagement are stronger when the quality of LMX is high. Data collected in two-waves from 373 respondents working in different manufacturing organizations of Pakistan supported our hypothesized theoretical (...)
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  • Prohibitive Voice as a Moral Act: The Role of Moral Identity, Leaders, and Workgroups.Salar Mesdaghinia, Debra L. Shapiro & Robert Eisenberger - 2021 - Journal of Business Ethics 180 (1):297-311.
    Employees’ may view prohibitive voice—that is, expressing concerns about harmful practices in the workplace—as a moral yet interpersonally risky behavior. We, thus, predict that prohibitive voice is likely to be influenced by variables associated with moral and relational qualities. Specifically, we hypothesize that employees’ moral identity internalization—i.e., the centrality of moral traits in their self-concept—is positively associated with their use of prohibitive voice. Furthermore, we hypothesize that this association is stronger when employees enjoy a higher quality relationship with their leader. (...)
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  • Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Psychological Safety and Mastery Climate.Chenghao Men, Patrick S. W. Fong, Weiwei Huo, Jing Zhong, Ruiqian Jia & Jinlian Luo - 2020 - Journal of Business Ethics 166 (3):461-472.
    According to social learning theory, we explored the relation between ethical leadership and knowledge hiding. We developed a moderated mediation model of the psychological safety linking ethical leadership and knowledge hiding. Surveying 436 employees in 78 teams, we found that ethical leadership was negatively related to knowledge hiding, and that this relation was mediated by psychological safety. We further found that the effect of ethical leadership on knowledge hiding was contingent on a mastery climate. Finally, theoretical and practical implications were (...)
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  • The Mediating Role of Moral Ownership in the Relationship Between Organizational Support and Employees’ Ethical Behavior: A Study of Higher Education Faculty Members.Jino Malakkaran Johny & Lata Dyaram - 2019 - Ethics and Behavior 29 (4):305-319.
    We examined the mediating role of employee moral ownership in the relationship between employees’ perception of organizational support and their actual ethical behavior. Data were collected from 689 faculty members affiliated with different educational institutions in India. Structural equation modeling analysis showed that perceived organizational support significantly impacts employee ethical behavior. In addition, the results revealed that employee moral ownership mediates the relationship between perceived organizational support and employee ethical behavior. Implications and limitations of the study are discussed.
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  • Multi‐Source Research Designs on Ethical Leadership: A Literature Review.Anabela Magalhães, Nuno Rebelo dos Santos & Leonor Pais - 2019 - Business and Society Review 124 (3):345-364.
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  • Ethical Leadership: An Integrative Review and Future Research Agenda.Changsuk Ko, Jianhong Ma, Roman Bartnik, Mark H. Haney & Mingu Kang - 2018 - Ethics and Behavior 28 (2):104-132.
    Over the past decade, ethical leadership has increasingly become one of the most popular topics in the areas of leadership and business ethics. As a result, there now exists a substantial body of empirical research addressing ethical leadership issues, but the findings reported by this body of research are highly fragmented. The topic has advanced to the stage where a review and synthesis of existing literature can provide great value and help move the scholarly conversation forward. The primary purposes of (...)
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  • Nexus of Ethical Leadership, Career Satisfaction, Job Embeddedness, and Work Engagement in Hospitality Industry: A Sequential Mediation Assessment.Shoukat Iqbal Khattak, Aftab Haider, Syed Khalil Ahmed, Syed Tahir Hussain Rizvi & Lin Shaokang - 2022 - Frontiers in Psychology 13.
    The paper proposes a research model explaining the sequential mediation effect of job embeddedness and work engagement between ethical leadership and career satisfaction. The model also examines whether JE heightens WENG, a factor indirectly influenced by ethical practices ending in employee satisfaction. The study used a time-lagged data collection procedure and survey responses of 247 hotel workers in China. Data were analyzed through structural equation modeling. The results showed that EL directly and indirectly contributes to employee CS. The present empirical (...)
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  • Interrelations Between Ethical Leadership, Green Psychological Climate, and Organizational Environmental Citizenship Behavior: A Moderated Mediation Model.Muhammad Aamir Shafique Khan, Moazzam du JianguoAli, Sharjeel Saleem & Muhammad Usman - 2019 - Frontiers in Psychology 10.
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  • You May Not Reap What You Sow: How Employees’ Moral Awareness Minimizes Ethical Leadership’s Positive Impact on Workplace Deviance.Kubilay Gok, John J. Sumanth, William H. Bommer, Ozgur Demirtas, Aykut Arslan, Jared Eberhard, Ali Ihsan Ozdemir & Ahmet Yigit - 2017 - Journal of Business Ethics 146 (2):257-277.
    Although a growing body of research has shown the positive impact of ethical leadership on workplace deviance, questions remain as to whether its benefits are consistent across all situations. In this investigation, we explore an important boundary condition of ethical leadership by exploring how employees’ moral awareness may lessen the need for ethical leadership. Drawing on substitutes for leadership theory, we suggest that when individuals already possess a heightened level of moral awareness, ethical leadership’s role in reducing deviant actions may (...)
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  • An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality.Fabiola H. Gerpott, Niels Van Quaquebeke, Sofia Schlamp & Sven C. Voelpel - 2019 - Journal of Business Ethics 156 (4):1063-1078.
    Despite the proliferation of research on ethical leadership, there remains a limited understanding of how specifically the assumingly moral component of this leadership style affects employee behavior. Taking an identity perspective, we integrate the ethical leadership literature with research on the dynamics of the moral self-concept to posit that ethical leadership will foster a sense of moral identity among employees, which then inspires followers to adopt more ethical actions, such as increased organization citizenship behavior. We further argue that these identity (...)
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  • How Ethical Leadership Prompts Employees’ Voice Behavior? The Roles of Employees’ Affective Commitment and Moral Disengagement.Jin Cheng, Xin Sun, Jinting Lu & Yuqing He - 2022 - Frontiers in Psychology 12.
    Previous literature has demonstrated that ethical leadership could predict employees’ voice behavior. However, it’s not clear how to heighten these positive effects of ethical leadership on employees’ voice behavior. Building on the AET and moral disengagement studies, we developed an integrated model. A three-wave field study investigated the relationship between ethical leadership and voice behavior by focusing on the mediating role of employees’ affective commitment and the moderating role of employees’ moral disengagement. Our matched data analysis results indicated that: employees’ (...)
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  • Is Leader Humility a Friend or Foe, or Both? An Attachment Theory Lens on Leader Humility and Its Contradictory Outcomes.K. Bharanitharan, Zhen Xiong Chen, Somayeh Bahmannia & Kevin B. Lowe - 2019 - Journal of Business Ethics 160 (3):729-743.
    As studies continue to accumulate on leader humility, it has become clear that humility in a leader is largely beneficial to his or her followers. While the majority of the empirical research on this topic has demonstrated the positive effects of leader humility, this study challenges that consensus by arguing that a leader’s humble behavior can have contradictory outcomes in followers’ voice behavior. Drawing on attachment theory, we develop a model which takes into account the ways in which leader humility (...)
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  • Mentoring That Matters.Sophie Drozdzewski - 2020 - Dissertation, Ludwig Maximilians Universität, München
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