scholarly journals The Role of Ethical Leadership On Reduce Organizational Cynicism, An Analytical Study of a Sample of Faculty Members in Salaheddine Erbil University Faculties

2020 ◽  
Vol 5 (3) ◽  
Keyword(s):  
Ethical Leadership ◽  
Analytical Study ◽  
Faculty Members ◽  
Organizational Cynicism

Ethical leadership and organizational cynicism: the mediating role of leader-member exchange and organizational identification

2020 ◽  
Vol 25 (2) ◽  
pp. 207-226 ◽  
Author(s):  
Yuxia Qian ◽  
Guowei Jian
Keyword(s):  
Theoretical Model ◽  
Ethical Leadership ◽  
Organizational Identification ◽  
Parallel Structure ◽  
Leader Member Exchange ◽  
Content Type ◽  
Mediating Role ◽  
Organizational Cynicism ◽  
Member Exchange

PurposeThis study aims to construct and empirically test a theoretical model of a mediated relationship between ethical leadership and organizational cynicism.Design/methodology/approachFrom a communication perspective, this study examines the underlying mechanism of the association between ethical leadership and organizational cynicism. A cross-sectional survey was sent to participants in different occupations. Path analysis was used to test the overall model fit.FindingsThe results indicate that ethical leadership has both a direct and indirect effect on organizational cynicism through the mediating role of leader-member exchange (LMX) and organizational identification. However, a surprising finding is that the mediating mechanisms of LMX and organizational identification are not in a parallel structure, but in a serial pattern. That is, the mediating role of LMX is further mediated by organizational identification.Originality/valueThis study contributes to the literature in several aspects. First, the study sheds light on leadership as an important source of organizational cynicism. In particular, the theoretical model presents pathways that show how the predictive effects of ethical leadership on organizational cynicism are mediated through leader-member relationships and organizational identification. Second, the theoretical analysis on the mediating process highlights the role of communication in facilitating the influence of leadership and constructing organizational identification. Third, the mediating model offers concrete guidance for organizations in their attempt to mitigate organizational cynicism.

scholarly journals The effect of ethical leadership at senior management levels on in-role work behaviors

2021 ◽  
Vol 17 (2) ◽  
pp. 8-17
Author(s):  
Mohamed Ahmed Ali Nemr ◽  
Yuhuan Liu
Keyword(s):  
Ethical Leadership ◽  
Faculty Members ◽  
Hierarchical Regression ◽  
Work Behaviors ◽  
Behavioral Issues ◽  
Simple Slope ◽  
High Level ◽  
The Relationship ◽  
Positive Effect

Higher education institutions and most contemporary organizations face behavioral issues often related to the leaders’ skills and styles of leadership. Ethical leadership is one of those methods that helps to improve the workers’ behaviors within the workplace (Brown, Treviño, & Harrison, 2005; Kia, Halvorsen, & Bartram, 2019; Qian & Jian, 2020). This study aims to test ethical leadership’s (EL) impact on in-role work behaviors (IWBs) and to test the moderating role of organizational cynicism (OC) between them. The authors conducted this study using a stratified random sample consisting of 400 faculty members working in Egypt’s Sohag University. For this analysis, we used simple regression, hierarchical regression moderated analysis (HRMA) and simple slope analysis. Our paper findings reveal that EL had a positive effect on IWBs and that OC modified the positive correlation between them. This meant that the relationship was stronger for workers, who perceived a low level of cynicism, and was weaker for workers who perceived a high level of cynicism. These findings resulted in our conclusions about the respective relationships between EL, IWBs and OC concerning ethical leadership.

Organic Leadership Style and Employee Engagement: The Mediating Effect of Social Relevance of Work in Context of Faculty Members in Higher Education

2017 ◽  
Vol 10 (1) ◽  
Author(s):  
G.P. Dang ◽  
Puneet Basur
Keyword(s):  
Higher Education ◽  
Employee Engagement ◽  
Leadership Style ◽  
Faculty Members ◽  
Mediating Effect ◽  
Social Relevance ◽  
Mediating Role ◽  
Group Members ◽  
Operational Excellence

Leadership Style has been since long acknowledged by management scholars as being an important subject in relation to organizational executions and outcome. An effective leadership would not only be able to prevent job stress and burnout among group members, but would also be successful in enhancing the motivation and engagement of the employees. It has been widely accepted that operational excellence in an organization can only be maintained through engaged employees. In this study the researchers have strived to enhance the understanding of the complex relationship between the organic leadership style and the engagement level of the employees and to further comprehend the mediating role of social relevance of work in association of the two constructs i.e. leadership style and employee engagement, in context of faculty members in higher education sector.

Corporate social responsibility and employee organizational citizenship behavior

2017 ◽  
Vol 55 (2) ◽  
pp. 294-309 ◽  
Author(s):  
Yongqiang Gao ◽  
Wei He
Keyword(s):  
Corporate Social Responsibility ◽  
Distributive Justice ◽  
Organizational Citizenship ◽  
Ethical Leadership ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Content Type ◽  
Corporate Social ◽  
Positive Effect

Purpose An increasing number of studies have demonstrated a positive effect of corporate social responsibility (CSR) on employee organizational citizenship behavior (OCB), but little attention has been paid to the mechanisms and boundary conditions underlying this effect. The purpose of this paper is to propose a trickle-down model and examine the mediating role of supervisor ethical leadership and the moderating role of perceived organizational distributive justice in the CSR-OCB relationship. Design/methodology/approach To test the arguments, the authors collected field data in four companies located in a central city of China. Through a multi-wave data collection design, a total of 187 employees reported their perceptions toward firms’ CSR and organizational justice at Time 1, and reported their direct supervisors’ ethical leadership behaviors, and their own OCBs at Time 2 (four weeks later). Findings Empirical findings demonstrated that CSR had a positive effect on employee OCB, as mediated by supervisors’ ethical leadership. In addition, this mediation effect was found to be moderated by perceived organizational distributive justice such that the mediation relationship was stronger when perceived organizational distributive justice was lower than when it was higher. Originality/value The present study makes three major contributions. First, it contributes to the CSR literature by revealing the underlying mechanism of ethical leadership through which CSR will lead to increased employee OCB in the workplace. Second, the moderation findings of the study add a new piece of empirical evidence suggesting the boundary condition of organizational distributive justice affecting the positive effect of CSR on employee OCB. Finally, the trickle-down theoretical model demonstrates the pivotal role of leadership in transforming CSR into positive employee outcomes, providing valuable insights into future research that examines why CSR motivates in-organization employees at work.

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