The Voice Link: A Moderated Mediation Model of How Ethical Leadership Affects Individual Task Performance

2016 ◽  
Vol 152 (1) ◽  
pp. 91-101 ◽  
Author(s):  
Shenjiang Mo ◽  
Junqi Shi
Keyword(s):  
Task Performance ◽  
Ethical Leadership ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
Individual Task ◽  
The Voice

Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Psychological Safety and Mastery Climate

2018 ◽  
Vol 166 (3) ◽  
pp. 461-472 ◽  
Author(s):  
Chenghao Men ◽  
Patrick S. W. Fong ◽  
Weiwei Huo ◽  
Jing Zhong ◽  
Ruiqian Jia ◽  
...  
Keyword(s):  
Ethical Leadership ◽  
Psychological Safety ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
Knowledge Hiding

Ethical leadership, frustration, and humor: a moderated-mediation model

2018 ◽  
Vol 39 (5) ◽  
pp. 665-678 ◽  
Author(s):  
Matthew Valle ◽  
Micki Kacmar ◽  
Martha Andrews
Keyword(s):  
Ethical Leadership ◽  
Affective Commitment ◽  
Positive Mood ◽  
Moderated Mediation ◽  
Mediating Effect ◽  
Mediation Model ◽  
Surface Acting ◽  
Content Type ◽  
Moderated Mediation Model ◽  
The Relationship

Purpose The purpose of this paper is to examine the effects of ethical leadership on surface acting, positive mood and affective commitment via the mediating effect of employee frustration. The authors also explored the moderating role of humor on the relationship between ethical leadership and frustration as well as its moderating effect on the mediational chain. Design/methodology/approach Data were collected in two separate surveys from 156 individuals working fulltime; data collections were separated by six weeks to reduce common method variance. The measurement model was confirmed before the authors tested the moderated mediation model. Findings Ethical leadership was negatively related to employee frustration, and frustration mediated the relationships between ethical leadership and surface acting and positive mood but not affective commitment. Humor moderated the relationship between ethical leadership and frustration such that when humor was low, the relationship was stronger. Research limitations/implications Interestingly, the authors failed to find a significant effect for any of the relationships between ethical leadership and affective commitment. Ethical leaders can enhance positive mood and reduce surface acting among employees by reducing frustration. Humor may be more important under conditions of unethical leadership but may be distracting under ethical leadership. Originality/value This study demonstrates how frustration acts as a mediator and humor serves as a moderator in the unethical behavior-outcomes relationship.

CEO Ethical Leadership and Corporate Social Responsibility: A Moderated Mediation Model

2014 ◽  
Vol 130 (4) ◽  
pp. 819-831 ◽  
Author(s):  
Long-Zeng Wu ◽  
Ho Kwong Kwan ◽  
Frederick Hong-kit Yim ◽  
Randy K. Chiu ◽  
Xiaogang He
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Ethical Leadership ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
Corporate Social

Ethical leadership and work engagement: A moderated mediation model

2019 ◽  
Vol 30 (1) ◽  
pp. 63-82 ◽  
Author(s):  
Rana Muhammad Naeem ◽  
Qingxiong (Derek) Weng ◽  
Zahid Hameed ◽  
Muhammad Imran Rasheed
Keyword(s):  
Work Engagement ◽  
Ethical Leadership ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Moderated Mediation Model
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