scholarly journals Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance

2013 ◽  
Vol 127 (1) ◽  
pp. 165-176 ◽  
Author(s):  
Pedro Neves ◽  
Joana Story
Keyword(s):  
Ethical Leadership ◽  
Indirect Effects ◽  
Organizational Deviance

scholarly journals Supervisor-Subordinate (Dis)agreement on Ethical Leadership: An Investigation of its Antecedents and Relationship to Organizational Deviance

2018 ◽  
Vol 29 (1) ◽  
pp. 25-53 ◽  
Author(s):  
Maribeth Kuenzi ◽  
Michael E. Brown ◽  
David M. Mayer ◽  
Manuela Priesemuth
Keyword(s):  
Social Influence ◽  
Ethical Leadership ◽  
Polynomial Regression ◽  
Organizational Deviance ◽  
Unit Level ◽  
Better Than ◽  
Ethical Leaders

ABSTRACT:We examine supervisor-subordinate (dis)agreement regarding perceptions of the supervisor’s ethical leadership and its relationship to organizational deviance. We find that, on average, supervisors rate themselves more favorably on ethical leadership compared to how followers rate them. In addition, polynomial regression results reveal that unit-level organizational deviance is higher when there is agreement about lower levels of ethical leadership, and disagreement when supervisors rate themselves higher on ethical leadership than subordinates’ ratings of the supervisors. Finally, drawing on social influence theories, we look at antecedents of (dis)agreement and find that supervisors’ beliefs about themselves (that they were “better-than-average” ethical leaders) and others (their assumptions about whether the morality of their subordinates is malleable or not) are associated with self-other (dis)agreement on ethical leadership.

scholarly journals Impact of Ethical leadership on Followers’ Organizational Deviance, Mediating role of Psychosocial Safety Climate, Moderating role of Union Commitment A Study in the Context of Pakistan

2016 ◽  
Vol 4 (2) ◽  
pp. 9-22
Author(s):  
Rumesa Pervez Khan ◽  
Keyword(s):  
Ethical Leadership ◽  
Safety Climate ◽  
Negative Relationship ◽  
Junior Doctors ◽  
Organizational Deviance ◽  
Union Commitment ◽  
Mediating Role ◽  
The Relationship ◽  
Moderating Role

The purpose of the study was to investigate the relationship between Ethical Leadership and followers’ Organizational Deviance, followed by the mediating role of Psychosocial Safety climate and moderating role of Union Commitment among the young doctors in Pakistan. Data were collected from young/junior doctors (practitioners) working in public/ private hospitals in Islamabad, Rawalpindi, and Bahawalpur. Hierarchical Regression tests were run and the results indicated that Ethical Leadership has a significant and negative relationship with Organizational Deviance. Further, the results indicated that Union Commitment moderates the relationship between Ethical Leadership and Organizational Deviance, such that greater the commitment of the members with the union would result in weakening the relationship between ethical leadership and organizational deviance. The findings also suggest that psychosocial safety climate does not mediate between ethical leadership and organizational deviance.

Ethical leadership and follower organizational deviance: The moderating role of follower moral attentiveness

2015 ◽  
Vol 26 (2) ◽  
pp. 190-203 ◽  
Author(s):  
Suzanne van Gils ◽  
Niels Van Quaquebeke ◽  
Daan van Knippenberg ◽  
Marius van Dijke ◽  
David De Cremer
Keyword(s):  
Ethical Leadership ◽  
Organizational Deviance ◽  
Moral Attentiveness ◽  
Moderating Role

scholarly journals Sustainable Ethical Leadership and Employee Outcomes in the Hotel Industry in Cameroon

2019 ◽  
Vol 11 (8) ◽  
pp. 2245 ◽  
Author(s):  
Magdaline Enow Mbi Tarkang Mary ◽  
Ali Ozturen
Keyword(s):  
Ethical Leadership ◽  
Ethical Behavior ◽  
Affective Commitment ◽  
Hotel Industry ◽  
Decision Makers ◽  
Employee Outcomes ◽  
Organizational Deviance ◽  
Cross Sectional ◽  
Confirmatory Factor ◽  
The Impact

Lack of sustainability in ethical behavior is one of the principal reasons for unsustainable outcomes. The present study observes how sustainability in ethical leadership affects employee outcomes like trust, effective commitments, and organizational deviance. Ethical behavior and decisions of leaders will continue to be a source of concern in organizations where deviant actions are carried out by employees. The perception of bad ethics becomes a threat to the success of the organization. This study examines the impact of ethical leadership (EL) on trust (TR), affective commitment (AC), and deviance behavior of employees in the hotel industry. Using convenience sampling and a cross-sectional research method, the study made use of 150 questionnaires to get the perceptions of the respondents about the constructs. Data were obtained from employees of hotels in Cameroon. Confirmatory factor analysis, path analysis, and correlation analysis were conducted to assess the primary outcomes and to test the causality between each set of variables. The results showed that ethical leadership encourages employees to build trust in their leaders. Employees become effectively committed to their jobs and, thus, find no reason to engage in deviance actions. Furthermore, the results also confirm that trust feelings towards the leader by the employees positively influence affective commitment, hence, prevent deviance actions. Therefore, effectively committed employees do not engage in organizational deviance behaviors (OD). In light of these results, practical implications and recommendations are provided for decision-makers and future researchers.

Ethische Führung – Gütekriterien einer deutschen Adaptation der Ethical Leadership Scale (ELS-D) von

2009 ◽  
Vol 53 (2) ◽  
pp. 57-69 ◽  
Author(s):  
Jens Rowold ◽  
Lars Borgmann ◽  
Kathrin Heinitz
Keyword(s):  
Ethical Leadership ◽  
Laissez Faire ◽  
Ethical Leadership Scale

Ziel des vorliegenden Beitrages ist, die Gütekriterien eines Instruments zur Erfassung von ethischer Führung zu überprüfen. Ausgangspunkt war die Übersetzung der Ethical Leadership Scale von Brown, Trevino und Harrison (2005) ins Deutsche (ELS-D). Anschließend wurde anhand dreier Stichproben (N1 = 100, N2 = 119, N3 = 507) die faktorielle Binnenstruktur des Instrumentes überprüft. Es ergaben sich zwei Faktoren (ethische Mitarbeiterführung und ethisches Rollenmodell). Es zeigten sich konvergente Validitäten zwischen den Skalen ethischer Führung und transformationaler, transaktionaler, mitarbeiter- und aufgabenorientierter Führung (positive Korrelationen) sowie Laissez-faire (negative Korrelation). Demgegenüber waren die Skalen ethischer Führung erwartungskonform überwiegend unabhängig vom Alter der geführten Mitarbeiter und vom Geschlecht der Führungskraft. Hohe Zusammenhänge zwischen ethischer Führung und der Arbeitszufriedenheit sowie dem Commitment der Mitarbeiter werden als Belege für die Konstruktvalidität gewertet. Die interne Konsistenz der ELS-D-Skalen war in allen drei empirischen Studien gut. Insgesamt steht mit der hier vorgestellten deutschen Adaptation der ELS ein ökonomisches Instrument mit ansprechenden Gütekriterien für den Einsatz bereit.

Does Ego-Resilience Impact Friendship Outcomes?

2016 ◽  
Vol 37 (2) ◽  
pp. 128-134 ◽  
Author(s):  
Elizabeth B. Lozano ◽  
Mahzad Hojjat ◽  
Judith Sims-Knight
Keyword(s):  
Social Support ◽  
Young Adults ◽  
Indirect Effects ◽  
Positive Emotions ◽  
Positive Outcomes ◽  
Ego Resilience ◽  
Maintenance Behaviors ◽  
Received Social Support ◽  
Trait Resilience ◽  
The Relationship

Abstract. The present study examined the relationship between resilience and positive outcomes in friendships of young adults. SEM and bootstrapping analyses were performed to test whether positive emotions mediate the relationship between ego-resilience and enhanced friendship outcomes. Findings revealed indirect effects for friendship closeness, maintenance behaviors, and received social support. Our findings demonstrate the importance of positive emotions and its connection with trait resilience in the realm of friendships.

Interpersonal Stress and Poor Health

2010 ◽  
Vol 15 (1) ◽  
pp. 3-11 ◽  
Author(s):  
Mette M. Aanes ◽  
Maurice B. Mittelmark ◽  
Jørn Hetland
Keyword(s):  
Psychological Distress ◽  
Depressive Symptoms ◽  
Social Relationships ◽  
Indirect Effects ◽  
Social Connectedness ◽  
Somatic Symptoms ◽  
Total Effect ◽  
Subjective Feeling ◽  
Interpersonal Stress ◽  
The Relationship

This paper investigated whether the lack of social connectedness, as measured by the subjective feeling of loneliness, mediates the well-known relationship between interpersonal stress and psychological distress. Furthermore, a relationship between interpersonal stress and somatic symptoms was hypothesized. The study sample included 3,268 women and 3,220 men in Western Norway. The main findings were that interpersonal stress was significantly related to psychological distress as well as to somatic symptoms, both directly and indirectly via paths mediated by loneliness. The size of the indirect effects varied, suggesting that the importance of loneliness as a possible mediator differs for depressive symptoms, anxiety symptoms, and somatic symptoms. In the case of depressive symptoms, more than 75% of the total effect was mediated through loneliness, while in the case of somatic symptoms just over 40% of the total effect was mediated through loneliness. This study supports the hypotheses that social connectedness mediates a relationship between interpersonal stress and psychological distress. The study also provides the first link between interpersonal stress, as measured by the Bergen Social Relationships Scale, and somatic symptoms, extending earlier research on the relationship between interpersonal stress and psychological distress.

The Emergence and Maintenance of Ethical Leadership in Organizations

2012 ◽  
Vol 11 (1) ◽  
pp. 7-19 ◽  
Author(s):  
Silke Astrid Eisenbeiß ◽  
Steffen R. Giessner
Keyword(s):  
Cultural Values ◽  
Ethical Leadership ◽  
Leadership Behavior ◽  
Peer Group ◽  
Organizational Characteristics ◽  
Future Research ◽  
Environmental Complexity ◽  
Group Influence ◽  
Analysis Society ◽  
Different Levels

The present paper gives a review of empirical research on ethical leadership and shows that still little is known known about the contextual antecedents of ethical leadership. To address this important issue, a conceptual framework is developed that analyzes the embeddedness of organizational ethical leadership. This framework identifies manifest and latent contextual factors on three different levels of analysis – society, industry, and organization – which can affect the development and maintenance of ethical leadership. In particular, propositions are offered about how (1) societal characteristics, notably the implementation and the spirit of human rights in a society and societal cultural values of responsibility, justice, humanity, and transparency; (2) industry characteristics such as environmental complexity, the content of the organizational mandate, and the interests of stakeholder networks; and (3) intra-organizational characteristics, including the organizational ethical infrastructure and the ethical leadership behavior of a leader’s peer group, influence the development and maintenance of ethical leadership in organizations. This list of factors is not exhaustive, but illustrates how the three levels may impact ethical leadership. Implications for managerial practice and future research are discussed.

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