Ethical Leadership and OCB : The Mediating Role of Organizational Trust and the Moderating Role of Perceived External Prestige

2019 ◽  
Vol 22 (1) ◽  
pp. 177-202
Author(s):  
Jomana Salah Salah Aziz ◽  
Hack-Soo Kim
Keyword(s):  
Ethical Leadership ◽  
Organizational Trust ◽  
Mediating Role ◽  
Perceived External Prestige ◽  
Moderating Role

The relationship between ethical leadership and employee voice: The roles of error management climate and organizational commitment

2019 ◽  
pp. 1-19 ◽  
Author(s):  
Jin Cheng ◽  
Haiqing Bai ◽  
Caixia Hu
Keyword(s):  
Organizational Commitment ◽  
Ethical Leadership ◽  
Employee Voice ◽  
Error Management ◽  
Voice Behavior ◽  
Mediating Role ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

AbstractStudies have shown that voice could be utilized as an effective method to improve organizational effectiveness. This study explores the relationship between ethical leadership and employee voice behavior by focusing on the mediating role of the error management climate and the moderating role of the employee's organizational commitment. Analysis of data collected in three phases in China indicates that the error management climate partly mediates the relationship between ethical leadership and voice behavior. Also, organizational commitment is found to moderate the relationship between the error management climate and voice behavior. Theoretical and practical implications of these results are discussed.

scholarly journals Ethical Leadership and Young University Teachers’ Work Engagement: A Moderated Mediation Model

2019 ◽  
Vol 17 (1) ◽  
pp. 21 ◽  
Author(s):  
Jianji Zeng ◽  
Guangyi Xu
Keyword(s):  
Work Engagement ◽  
Ethical Leadership ◽  
Organizational Trust ◽  
Interpersonal Relationship ◽  
University Teachers ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
The Relationship ◽  
Young Teachers

This paper aims to examine the mediating role of organizational trust in the relationship between ethical leadership and young teachers’ work engagement, and the moderating effect of supervisor–subordinate (S–S) guanxi. S–S guanxi is a special interpersonal relationship in Chinese organizations. The sample in this study comprises 205 young teachers from 15 Chinese universities. The results reveal that organizational trust mediates the relationship between ethical leadership and young teachers’ work engagement. Moreover, S–S guanxi strengthens the positive relationship between organizational trust and young teachers’ work engagement, and the indirect effect of ethical leadership on young teachers’ work engagement through organizational trust. Based upon these findings, several theoretical and practical implications are discussed.

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.

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.

Does Ethical Leadership Influence The Organizational Outcomes? Mediating Role of Emotional Labor and Moderating Role of Followers’ Personality Traits

2018 ◽  
Vol 5 (2) ◽  
pp. 1-6
Author(s):  
Qasim Ali Nisar ◽  
Komal Habib ◽  
Zalaf Arshad
Keyword(s):  
Job Performance ◽  
Personality Traits ◽  
Perceived Stress ◽  
Ethical Leadership ◽  
Emotional Labor ◽  
Positive Impact ◽  
Organizational Outcomes ◽  
Mediating Role ◽  
Moderating Role

Ethical leadership is become fundamental part for the developing businesses. Due to need of caring and ethical leaders the study consider the ethical leadership aspects by considering follower’s personality traits and inadvertent effects of emotional labor on follower’s job performance and follower’s perceived stress. This implies that when leaders have high and low level of ethical leadership they show an increase in followers’ management of emotions. Study also examined that how ethical leadership influences the organizational outcomes by considering the mediating role of emotional labor and moderating role of personality traits. Questionnaire survey was used to collect the data by different banks of Gujranwala city. 200 responses were collected within one month. Result divulged that ethical leadership has negative effect on follower’s perceived stress and positive impact on follower’ job performance. After applying different statistical tools results indicated that in high ethical leadership employees not show their regulated emotions then followers stress level will increase and their performance of the job will decrease. Findings show that in moderate level ethical leadership employees showed their genuine emotions which increases their job performance and decreases their stress. Results revealed that employees management of emotions (surface acting and deep acting ) increases the employees job performance and decreases the followers perceived stress when followers personality traits are moderated. In the last of article research limitations, implications and directions for further research also included

Promoting in-role and extra-role green behavior through ethical leadership: mediating role of green HRM and moderating role of individual green values

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Talat Islam ◽  
Mubbsher Munawar Khan ◽  
Ishfaq Ahmed ◽  
Khalid Mahmood
Keyword(s):  
Ethical Leadership ◽  
Structural Equation ◽  
Equation Modeling ◽  
Time Lags ◽  
Content Type ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
Moderating Role

PurposeHuman misbehaviors are responsible for climate change as they waste resources and pollute water and air that dilapidate the environment. Considering the fact and contributing to the United Nations sustainable development goals of 2019, organizations started focusing their green HRM practices to develop employees' green attitudes and behaviors. This study is an attempt in this direction. It examines the impact of ethical leadership on individuals' green in-role and extra-role behaviors with the mediating role of green HRM practices and the moderating role of individual green values.Design/methodology/approachThe study collected data from 645 MBA executive students working in various manufacturing industries with at least one year of experience. The data were collected using a questionnaire-based survey in two-time lags.FindingsHypothesized relationships are tested through structural equation modeling. Findings reflected a significant impact of ethical leadership on green HRM practices, in-role, and extra-role green behaviors. Besides, green HRM practices mediated the relationship between ethical leadership and both types of green behaviors. Furthermore, it was observed that the individual green values strengthened the association between green HRM practices and both types of green behaviors.Research limitations/implicationsA cross-sectional design with time lags was used to avoid common method bias. The findings of the study contribute to supply-value-fit theory and validate the scale of individual green value.Practical implicationsThis study guides management that employees only perceive their organizational practices as green when they find their leaders are ethical. Further, considering individual green values in the recruitment process can help organizations accomplishing their green goals.Originality/valueThis study is novel in examining the mediating role of green HRM practices between ethical leadership and green behaviors. Further, the analysis not only validates the scale of individual green values but also noted its moderating role between green HRM and green behaviors.

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