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  1. Does Participative Leadership Matters in Employees’ Outcomes During COVID-19? Role of Leader Behavioral Integrity.Muhammad Usman, Usman Ghani, Jin Cheng, Tahir Farid & Sadaf Iqbal - 2021 - Frontiers in Psychology 12.
    The coronavirus pandemic has badly affected the social, physical, and emotional health of workers, especially those working in the healthcare sectors. Drawing on social exchange theory, we investigated the effects of participative leadership on employees’ workplace thriving and helping behaviors among frontline workers during the COVID-19 pandemic. In addition, we examined the moderating role of a leader’s behavioral integrity in strengthening the relationship between participative leadership, and employees’ workplace thriving and helping behaviors. By using a two-wave time-lagged design and data (...)
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  • Factors Affecting Ethical Optimism of Purchasing Professionals in India.Johanan Collins, Stephen Newell & Satish P. Deshpande - 2021 - Asian Journal of Business Ethics 10 (2):315-329.
    This study examines the impact of various ethical climate types, dependency factors, and ethical training on ethical optimism of purchasing professionals in India. Instrumental and independence climate types had a significant negative impact on ethical optimism. Other climate types had no significant impact on ethical optimism. Among the dependency factors, while task uncertainty had a significant positive impact, monitoring had a significant negative impact on ethical optimism. None of the other factors significantly impacted ethical optimism.
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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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  • Do Ethical Leaders Enhance Employee Ethical Behaviors?: Organizational Justice and Ethical Climate as Dual Mediators and Leader Moral Attentiveness as a Moderator--Evidence From Iraq's Emerging Market.Hussam Al Halbusi, Thomas Li-Ping Tang, Kent A. Williams & T. Ramayah - 2022 - Asian Journal of Business Ethics 11 (1):105-135.
    Corruption devours profits, people, and the planet. Ethical leaders promote ethical behaviors. We develop a first-stage moderated mediation theoretical model, explore the intricate relationships between ethical leadership and employee ethical behaviors, and treat ethical climate and organizational justice as dual mediators and leaders’ moral attentiveness as a moderator. We investigate leadership from two perspectives—leaders’ self-evaluation of moral attentiveness and members’ perceptions of ethical leadership. We theorize: These dual mediation mechanisms are more robust for high moral leaders than low moral leaders. (...)
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  • Do Ethical Leaders Enhance Employee Ethical Behaviors Organizational Justice and Ethical Climate as Dual Mediators and Leader Moral Attentiveness as a Moderator--Evidence From Iraq's Emerging Market.Hussam Al Halbusi - 2022 - Asian Journal of Business Ethics 4 (143):1-31.
    Corruption devours profts, people, and the planet. Ethical leaders promote ethical behaviors. We develop a frst-stage moderated mediation theoretical model, explore the intricate relationships between ethical leadership (member rated, Time 1) and employee ethical behaviors (leader rated, Time 3), and treat ethical climate and organizational justice (member rated,Time 2) as dual mediators and leaders’ moral attentiveness (leader rated, Time 3) as a moderator. We investigate leadership from two perspectives—leaders’ self-evaluation of moral attentiveness and members’ perceptions of ethical leadership. We theorize: (...)
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