Linking Ethical Leadership to Employee Burnout, Workplace Deviance and Performance: Testing the Mediating Roles of Trust in Leader and Surface Acting

Journal of Business Ethics 144 (2):293-303 (2017)
  Copy   BIBTEX

Abstract

This study empirically investigated the impact of ethical leadership on employee burnout, deviant behavior and task performance through two psychological mechanisms: developing higher levels of employee trust in leaders and demonstrating lower levels of surface acting toward their leaders. Our theoretical model was tested using data collected from employees of a pharmaceutical retail chain company. Analyses of multisource time-lagged data from 45 team leaders and 247 employees showed that employees’ trust in leaders and surface acting significantly mediated the relationships between ethical leadership and employee burnout, deviant behavior and task performance. We discuss the theoretical and practical implications of our findings for understanding how ethical leaders influence employees’ attitudes and behavior.

Links

PhilArchive



    Upload a copy of this work     Papers currently archived: 90,616

External links

Setup an account with your affiliations in order to access resources via your University's proxy server

Through your library

Similar books and articles

Work–Family Effects of Ethical Leadership.Yi Liao, Xiao-Yu Liu, Ho Kwong Kwan & Jinsong Li - 2015 - Journal of Business Ethics 128 (3):535-545.

Analytics

Added to PP
2015-09-03

Downloads
22 (#606,933)

6 months
5 (#246,492)

Historical graph of downloads
How can I increase my downloads?