Coping with Job Insecurity: The Role of Procedural Justice, Ethical Leadership and Power Distance Orientation

2011 ◽  
Vol 108 (3) ◽  
pp. 361-372 ◽  
Author(s):  
Raymond Loi ◽  
Long W. Lam ◽  
Ka Wai Chan
Keyword(s):  
Procedural Justice ◽  
Ethical Leadership ◽  
Job Insecurity ◽  
Power Distance ◽  
Power Distance Orientation

How does ethical leadership influence employees' whistleblowing intention? Evidence from China

2016 ◽  
Vol 44 (8) ◽  
pp. 1255-1266 ◽  
Author(s):  
Peng Wen ◽  
Cheng Chen
Keyword(s):  
Ethical Leadership ◽  
Moral Identity ◽  
Power Distance ◽  
Power Distance Orientation ◽  
Mediating Role ◽  
Leadership Influence ◽  
The Relationship ◽  
Moderating Role ◽  
Whistleblowing Intention

We investigated the relationship between ethical leadership and employees' whistleblowing intention, along with the mediating role of moral identity and the moderating role of power distance orientation. We conducted a 2-wave survey with 172 participant managers in China. Results indicated that ethical leadership was positively related to employees' whistleblowing intention and this relationship was mediated by moral identity. Moreover, employee power distance orientation positively moderated the relationship between ethical leadership and moral identity, such that the relationship was stronger for high power distance orientation employees than for those with a low power distance orientation. Theoretical contributions and practical implications are discussed.

Effects of Machiavellian ethical leadership and employee power distance on employee voice

2017 ◽  
Vol 45 (9) ◽  
pp. 1485-1498 ◽  
Author(s):  
Won Jun Kwak ◽  
Ji Hyun Shim
Keyword(s):  
Ethical Leadership ◽  
Leadership Training ◽  
Organizational Context ◽  
Power Distance ◽  
Training And Development ◽  
Employee Voice ◽  
Work Behaviors ◽  
Leader Behaviors ◽  
Power Distance Orientation ◽  
Ethical Leader

We investigated how employees respond to Machiavellian supervisors exerting ethical leadership. Participants were 252 matched supervisor–employee dyads, and we administered measures of supervisor ethical leadership, employee voice, employee power distance orientation, and supervisor Machiavellianism. Results revealed that Machiavellian supervisors' ethical leader behaviors were perceived to be genuine by subordinate employees, and that ethical leadership promoted supervisors' extrarole voice behaviors. Further, the effects of Machiavellian supervisors' ethical leader behaviors on employee voice were intensified in the particular organizational context of higher, versus lower, employee power distance orientation. Given the major finding that ethical leader behaviors demonstrated by Machiavellian supervisors were effective whether or not they were genuine, ethical leadership training and development are suggested to help promote desirable employee work behaviors, including voice.

Blowing the whistle on workplace corruption: the role of ethical leadership

2020 ◽  
Vol 62 (3) ◽  
pp. 277-294
Author(s):  
Ma. Regina M. Hechanova ◽  
Jason O. Manaois
Keyword(s):  
Ethical Leadership ◽  
Indirect Effect ◽  
Power Distance ◽  
The Philippines ◽  
Equation Modeling ◽  
Future Research ◽  
Second Phase ◽  
Content Type ◽  
Organizational Norms

Purpose The purpose of this study is to provide a structural model of the role of ethical leadership on intent to whistle blow workplace corruption using the theory of planned behaviors. Design/methodology/approach The study used a mixed method, sequential design. Interviews were conducted in the first phase to identify corrupt practices and validate the salience of the variables in the study. The second phase administered surveys to test the hypotheses of the study. Structural equation modeling (SEM) was done to analyze structural relationships among variables. Findings SEM results showed an adequately fit model, indicating ethical leadership predicting organizational norms and controls. It also found that ethical leadership has indirect effect toward employees’ attitude toward corruption through organizational norms and control. Furthermore, ethical leadership also has indirect effect on intent to whistle blow through organizational controls. Research limitations/implications This study was conducted in the Philippines, a high-power distance culture. In such a culture, the influence of leadership is crucial, as it dictates standard behaviors of members and the organization as a whole. Future research may wish to explore whether the findings would also apply in low-power distance cultures. Practical implications The finding suggests that ethical leadership is crucial in shaping organizational norms and controls, which in turn, influences employees’ attitude toward corruption and their intention to whistle blow. Originality/value The study contributes to corruption literature by providing empirical evidence of the structure model how the role of ethical leadership shapes organizational norms and controls that, in turn, influences employee attitude toward corruption and intent to whistle blow.

scholarly journals Service employee burnout and engagement: the moderating role of power distance orientation

2015 ◽  
Vol 44 (6) ◽  
pp. 726-745 ◽  
Author(s):  
Seigyoung Auh ◽  
Bulent Menguc ◽  
Stavroula Spyropoulou ◽  
Fatima Wang
Keyword(s):  
Power Distance ◽  
Service Employee ◽  
Power Distance Orientation ◽  
Employee Burnout ◽  
Moderating Role

scholarly journals Authentic Leadership and Employee Voice: Roles of Obligation Perception and Power Distance Orientation

2020 ◽  
Vol 9 (3) ◽  
pp. 25
Author(s):  
Hung-Yi Liao ◽  
Kang-Hwa Shaw
Keyword(s):  
Authentic Leadership ◽  
Power Distance ◽  
Employee Voice ◽  
Future Directions ◽  
Power Distance Orientation ◽  
Mediating Role ◽  
Managerial Implications ◽  
The Relationship ◽  
Moderating Role

Based on social learning theory, this paper investigated the relationship between authentic leadership and employee voice as well as the mediating role of felt obligations for change, and the moderating role of power distance orientation. Using a questionnaire survey, we collected employee data in China, and obtained 183 usable responses to test our hypotheses. The results show that authentic leadership is positively related to employee voice, authentic leadership positively influences felt obligations for change, and felt obligations for change mediates the relationship between authentic leadership and employee voice. Further, power distance orientation moderates the influence of authentic leadership on felt obligations for change. Theoretical implications, managerial implications, and future directions are discussed.

Leaders' trait signaling effect on followers' psychological contract dynamics

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Erum Ishaq ◽  
Usman Raja ◽  
Dave Bouckenooghe ◽  
Sajid Bashir
Keyword(s):  
Psychological Contract ◽  
Power Distance ◽  
Psychological Contracts ◽  
Multiple Sources ◽  
Contract Breach ◽  
Content Type ◽  
Power Distance Orientation ◽  
Path Analyses ◽  
Contract Type

PurposeUsing signaling theory and the literature on psychological contracts, the authors investigate how leaders' personalities shape their followers' perceptions of the type of psychological contract formed. They also suggest that leaders' personalities impact their followers' perceived contract breach. Furthermore, the authors propose that power distance orientation in organizations acts as an important boundary condition that enhances or exacerbates the relationships between personality and contract type and personality and perceived breach.Design/methodology/approachData were collected through multiple sources in Pakistan from 456 employees employed in 102 bank branches. Multilevel moderated path analyses provided reasonably good support for our hypotheses.FindingsThe leaders' personalities impacted the relational contracts of their followers in the cases of extraversion and agreeableness, whereas neuroticism had a significant relationship with the followers' formation of transactional contracts. Similarly, agreeableness, neuroticism and conscientiousness had significant relationships with perceived breach. Finally, the power distance of the followers aggregated at a group level moderated the personality-contract type and personality-perceived breach relationships.Research limitations/implicationsThis research advances understanding of psychological contracts in organizations. More specifically, it shows that the personality of leader would have profound impact on the type of contract their employees form and the likelihood that would perceive the breach of contract.Originality/valueThis research extends existing personality-psychological contract literature by examining the role of leaders' personalities in signaling to employees the type of contract that is formed and the perception of its breach. The role of power distance organizational culture as a signaling environment is also considered.

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