The interplay between ethical leadership and supervisor organizational embodiment on organizational identification and extra-role performance

2021 ◽  
pp. 1-12
Author(s):  
Sandra Costa ◽  
Pascale Daher ◽  
Pedro Neves ◽  
Maria João Velez
Keyword(s):  
Ethical Leadership ◽  
Organizational Identification ◽  
Role Performance

Ethical leadership and group in-role performance: The mediating roles of group conscientiousness and group voice

2012 ◽  
Vol 23 (5) ◽  
pp. 953-964 ◽  
Author(s):  
Fred O. Walumbwa ◽  
Elizabeth W. Morrison ◽  
Amanda L. Christensen
Keyword(s):  
Ethical Leadership ◽  
Role Performance

The mediating role of relative communicative behavior on the relationship between ethical leadership and organizational identification

2019 ◽  
Vol 41 (1) ◽  
pp. 52-72 ◽  
Author(s):  
Hassan Abu Bakar ◽  
Leah Omillion-Hodges
Keyword(s):  
Ethical Leadership ◽  
Organizational Identification ◽  
Hierarchical Regression ◽  
Communication Behavior ◽  
Content Type ◽  
Communicative Behavior ◽  
Mediating Role ◽  
Dyadic Communication ◽  
Norms And Values ◽  
The Relationship

Purpose The purpose of this paper is to examine the underlying process of a relative leader–member dyadic communication behavior linking association between ethical leadership and organizational identification in Malaysia’s diverse workplace. Design/methodology/approach Based on relational dyadic communication, social comparison and social identity theories, the authors develop a mediation model. The model illustrates the link between the relative leader–member dyadic communication behavior processes, ethical leadership and organizational identification. The model was tested on a sample of 273 group members from 58 groups working in large government link corporations in Malaysia. Findings Results of hierarchical regression analysis provide support for the model. The authors found that ethical leadership was positively related to relative leader–member dyadic communication behavior based on the norms and values of budi context. Budi is a social norm in the Malaysian context that helps employees to know how they should interact with others. Budi is manifested through the use of language and should be used or present in the interactions or conversations with others. Originality/value The relative shared norms and values of budi mediate the relationship between ethical leadership and organizational identification after controlling for the perception of individual leader–member dyadic communication behavior on norms and values of budi.

How can financial organizations improve employee loyalty? The effects of ethical leadership, psychological contract fulfillment and organizational identification

2017 ◽  
Vol 38 (5) ◽  
pp. 679-698 ◽  
Author(s):  
Lu-Ming Tseng ◽  
Jui-Yun Wu
Keyword(s):  
Ethical Leadership ◽  
Psychological Contract ◽  
Organizational Identification ◽  
Loyalty Programs ◽  
Employee Loyalty ◽  
Content Type ◽  
Psychological Contract Fulfillment ◽  
Employee Identification ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to examine the impact of ethical leadership on the financial professionals’ loyalty by focusing on the mediating effects of perceived psychological contract fulfillment (PPCF) and organizational identification (OI). Design/methodology/approach A questionnaire survey was used in this research. Findings Financial professionals in Taiwan were recruited for the sample. The results revealed that the professionals’ experiences of ethical leadership positively associated with their loyalty toward their companies. The results further showed that the PPCF and OI significantly mediated the relationship. Originality/value Few studies have examined how ethical leadership could stimulate financial professionals’ loyalty. The findings of this study may provide some implications for those involved in the practice of leadership and employee loyalty programs. On the other hand, the focus of Taiwan is unique and helps improve the generalizability of previous studies on the relationship between ethical leadership and employee identification.

Ethical leadership and employee task performance: examining moderated mediation process

2017 ◽  
Vol 55 (7) ◽  
pp. 1506-1520 ◽  
Author(s):  
Qi Yang ◽  
Hua Wei
Keyword(s):  
Task Performance ◽  
Ethical Leadership ◽  
Organizational Identification ◽  
Proactive Personality ◽  
Mediation Process ◽  
Content Type ◽  
Team Members ◽  
Performance Examining ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to examine the impact of ethical leadership on employee task performance, specifically the mechanisms through which ethical leadership impacts employee task performance and the moderating role of employee proactive personality. Social identity, social learning, and self-concordance theory were used to explain the way ethical leadership affects employee task performance, and provided another way to understand this relationship. Design/methodology/approach The authors collected survey-based dyadic data from middle management team members and subordinates in Chinese companies. Multiple regression analysis was used to test the research hypotheses. Findings The empirical findings indicate that ethical leadership positively influences employee task performance. Organizational identification (OID) mediates the relationship between ethical leadership and employee task performance. Furthermore, the relationship between ethical leadership and employee task performance via OID is moderated by employee proactive personality. Originality/value Employee task performance is critical for a firm’s competitive advantage. This paper adds to knowledge about the relationship between ethical leadership and employee task performance and contributes to effective management.

Ethical leadership and employee in-role performance

2019 ◽  
Vol 48 (7) ◽  
pp. 1716-1733 ◽  
Author(s):  
Narges Kia ◽  
Beni Halvorsen ◽  
Timothy Bartram
Keyword(s):  
Ethical Leadership ◽  
Ethical Climate ◽  
Employee Perceptions ◽  
Mediation Effect ◽  
Survey Study ◽  
Royal Commission ◽  
Service Climate ◽  
Role Performance ◽  
Content Type ◽  
The Relationship

Purpose Against the backdrop of the Royal Commission into Misconduct in the Banking, Superannuation and Finance Services Industry in Australia, this study on ethical leadership is timely. The purpose of this paper is to examine the mediating effects of organisational identification, customer orientated behaviour, service climate and ethical climate on the relationship between ethical leadership and employee in-role performance. Design/methodology/approach The hypotheses were tested using a two-wave survey study of 233 bank employees in Australia. Findings Evidence from the study indicated that organisational identification, service climate and ethical climate mediate the relationship between ethical leadership and employee in-role performance. Surprisingly, the proposed mediation effect of customer orientation was not supported. However, ethical leadership was positively associated with customer orientated behaviour among employees. Research limitations/implications Limitations of the study include collecting data at two time points, thereby rendering the study cross-sectional. Employee in-role performance was a self-rated measure. Practical implications This study showed that ethical leadership is critical to improving employee perceptions and experience of an organisation’s service climate, ethical climate, organisational identification, customer orientated behaviour and employee in-role performance. The authors raise a number of HRM implications for the development and enablement of ethical leaders in the banking context. Originality/value The findings presented in this paper highlight that ethical leadership is critical to improving employee perceptions and experience of an organisation’s service climate, ethical climate, organisational identification, customer orientated behaviour and employee in-role performance.

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