scholarly journals Improving Millennial Employees’ OCB: A Multilevel Mediated and Moderated Model of Ethical Leadership

2021 ◽  
Vol 18 (15) ◽  
pp. 8139
Author(s):  
Wei Su ◽  
Juhee Hahn
Keyword(s):  
Organizational Behavior ◽  
Ethical Leadership ◽  
Organizational Citizenship Behavior ◽  
Ethical Climate ◽  
Moral Identity ◽  
Empirical Support ◽  
Well Being ◽  
Mediating Effect ◽  
Individual Level ◽  
The Relationship

In the field of organizational behavior, the influence of leadership in organizations and the organizational citizenship behavior (OCB) of employees have always been two hot topics studied by scholars. However, previous studies have mainly examined the OCB of baby boomers and Generation Xers. With millennials now entering the workforce, they will highly likely not take the initiative to engage in OCB due to their different values. Scholars have found that millennials respond well to ethical leadership. Although this statement has a theoretical basis, empirical research regarding this topic is still insufficient. Thus, this study explores whether ethical leadership can effectively promote millennials’ OCB. Moreover, the mediating effect of group-level ethical climate and individual-level affective well-being, and the moderating effect of individual-level moral identity, were examined. The study hypotheses were verified based on 384 valid questionnaires collected from 61 teams using Mplus 8.3. The results showed that (1) ethical leadership was a positive predictor of millennials’ OCB; (2) ethical climate and affective well-being partially mediated the relationship between ethical leadership and OCB; and (3) moral identity moderated the relationship between ethical leadership and affective well-being and the indirect impact of ethical leadership on OCB. These findings provide empirical support for applying social learning theory, social information processing theory, and conservation of resources (COR)theory. This research also provides several managerial implications through which managers can more effectively improve the OCB of millennial employees.

Ethical leadership and employee unethical pro-organizational behavior: a moderated mediation model of moral disengagement and coworker ethical behavior

2020 ◽  
Vol 41 (6) ◽  
pp. 799-812
Author(s):  
Hui-Hsien Hsieh ◽  
Hao-Hsin Hsu ◽  
Kuo-Yang Kao ◽  
Chih-Chieh Wang
Keyword(s):  
Organizational Behavior ◽  
Ethical Leadership ◽  
Ethical Behavior ◽  
Moral Disengagement ◽  
Moderated Mediation ◽  
Mediating Effect ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Ethical Work ◽  
The Relationship

PurposeThe purpose of this study is to understand how ethical leadership and coworker ethical behavior will influence employee unethical pro-organizational behavior (UPB). In particular, the authors examine the mediating effect of moral disengagement on the relationship between ethical leadership and UPB and also investigate the moderating effect of coworker ethical behavior on the aforementioned effect.Design/methodology/approachData were collected from 251 employee–coworker dyads from five organizations in Taiwan at two time points. Moderated mediation analysis was conducted to test the hypotheses.FindingsThe results show that moral disengagement mediates the relationship between ethical leadership and employee UPB. Moreover, the results show that coworker ethical behavior moderates the relationship between moral disengagement and employee UPB, as well as the mediated relationship between ethical leadership and employee UPB via moral disengagement. Specifically, both the moral disengagement–UPB relationship and the ethical leadership–moral disengagement–UPB relationship become weaker when coworker ethical behavior is high.Practical implicationsThe results highlight the importance of creating an ethical work environment to get everyone behaving ethically in the workplace, because nurturing an ethical atmosphere in organizations will be useful in reducing the occurrence of UPB even for those who have high levels of moral disengagement.Originality/valueThis study shows that coworkers matter morally as much as leaders, demonstrating the importance of social influence from coworkers in organizations.

Mechanisms Linking Ethical Leadership to Ethical Sales Behavior

2017 ◽  
Vol 120 (3) ◽  
pp. 537-560 ◽  
Author(s):  
Yu-Chi Wu
Keyword(s):  
Empirical Study ◽  
Ethical Leadership ◽  
Ethical Climate ◽  
Moral Identity ◽  
Contextual Effects ◽  
Insurance Agents ◽  
Comprehensive Picture ◽  
Sales Behavior ◽  
The Relationship ◽  
Practical Implications

This study investigated the relationship between ethical leadership and ethical sales behavior. A total of 248 matched surveys with participant responses from insurance agents and their customers were collected. The insurance agents were asked to rate the ethical leadership of their leaders, the ethical climate in their organization, and their individual moral identity. Customers were asked to rate the perceived ethical sales behavior of the insurance agents. This empirical study utilized moderated mediation techniques to analyze the data. Results indicated that ethical climate mediated the relationship between ethical leadership and ethical sales behavior when moral identity was high, however, did not when moral identity was low. The research framework including contextual effects (i.e., ethical climate) and individual differences in moral judgment (i.e., moral identity) can provide a comprehensive picture of how ethical leadership influences ethical sales behavior. Theoretical and practical implications of these findings are also discussed.

scholarly journals Leader Forgiveness and Employee’s Unethical Pro-organizational Behavior: The Roles of Gratitude and Moral Identity

2021 ◽  
Vol 12 ◽  
Author(s):  
Lu Lu ◽  
Yuchu Huang ◽  
Jia Luo
Keyword(s):  
Organizational Behavior ◽  
Questionnaire Survey ◽  
Survey Methodology ◽  
Moral Identity ◽  
Positive Influence ◽  
Point Of View ◽  
Mediating Effect ◽  
Dark Side ◽  
The Relationship ◽  
Practical Implications

Leader forgiveness refers to the abandonment of anger, resentment, and the desire to revenge against the offender, and it not only means forgiving errors or mistakes made by employees, but also means empathizing and understanding employees, and to see things from another point of view. This research examines the possible “dark side” of leader forgiveness by examining its influence on employee’s unethical pro-organizational behavior, as well as the mediating effect of gratitude and the moderating effect of moral identity. We used questionnaire survey methodology to collect data from 263 Chinese employees to test our hypotheses. Results show that leader forgiveness had a positive influence on employee’s unethical pro-organizational behavior, and gratitude mediated the influence of leader forgiveness on unethical pro-organizational behavior. The relationship between gratitude and unethical pro-organizational behavior, and the indirect influence of leader forgiveness on unethical pro-organizational behavior through gratitude, were moderated by moral identity. Theoretical and practical implications are discussed.

scholarly journals Opposing Effects of Economic Inequality Concentrated at the Top or Bottom of the Income Distribution on Subjective Well-Being

2020 ◽  
Author(s):  
Josephine Tan ◽  
Jon Jachimowicz ◽  
David Smerdon ◽  
Oliver P Hauser
Keyword(s):  
Gini Coefficient ◽  
Economic Inequality ◽  
Empirical Support ◽  
Well Being ◽  
Subjective Well Being ◽  
Individual Level ◽  
Income Distributions ◽  
Opposing Effects ◽  
Income Dispersion ◽  
The Relationship

Prior studies commonly conceptualize economic inequality as income dispersion, predominantly operationalize it through the Gini coefficient—and find inconsistent results for the relationship to subjective well-being. We draw on prior research highlighting that two income distributions can have the same Gini coefficient but differ in where inequality is concentrated, and suggest that bottom-concentrated economic inequality (i.e., the ratio of the 50th to the 10th income percentile) and top-concentrated economic inequality (i.e., the ratio of the 95th to the 50th income percentile) have opposing effects on subjective well-being. We provide empirical support using zip-code level income ratios extracted from the American Community Survey matched to individual-level subjective well-being from the Gallup U.S. Poll (N = 573,025), which also reveals that these opposing effects are stronger for higher- than lower-income individuals. Where inequality is concentrated is thus crucial to understanding how economic inequality predicts subjective well-being and other outcomes of societal importance.

scholarly journals The Effect of School Principals’ Ethical Leadership on Teacher Job Satisfaction: The Mediating Role of School Ethical Climate

2021 ◽  
Vol 8 (4) ◽  
pp. 210-222
Author(s):  
Ramazan CANSOR ◽  
Hanifi PARLAR ◽  
M. Emin TÜRKOĞLU
Keyword(s):  
Job Satisfaction ◽  
Ethical Leadership ◽  
Ethical Climate ◽  
Positive Relationship ◽  
Mediating Effect ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Mediating Role ◽  
The Relationship

This study aims to examine the mediating role of ethical climate in the relationship between ethical leadership and job satisfaction. A cross-sectional survey was conducted for the study. Questionnaires were distributed to 641 teachers in Turkey. Regression analysis was conducted to determine the mediating effect of ethical climate. Bootstrapping tehchnique was used to test the hypotheses and the effects of mediation. Our results show that there is a positive relationship between principals' ethical leadership and teachers' job satisfaction and a positive relationship between ethical leadership and ethical climate. In addition, ethical climate partially mediated the relationship between ethical leadership and job satisfaction. Schools should focus on ethical leadership practices in the workplace. The study enriched the understanding of the factors that influence the relationship between ethical leadership, ethical climate and job satisfaction.  

Relationship of liking and social exchange to supervisor-directed organizational citizenship behavior in the Arabian Gulf

2016 ◽  
Vol 26 (2) ◽  
pp. 232-243 ◽  
Author(s):  
Unnikammu Moideenkutty ◽  
Stuart Schmidt
Keyword(s):  
Organizational Behavior ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Arabian Gulf ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Content Type ◽  
Positive Effects ◽  
The Relationship

Purpose The purpose of this paper was to explore the relationship among liking, social exchange and supervisor-directed organizational citizenship behavior (OCB). Design/methodology/approach Employees and their supervisors were surveyed to obtain data from 202 subordinates and 33 supervisors. Findings Results indicated that liking is positively related to social exchange and supervisor-directed OCB. Contrary to expectations, social exchange did not partially mediate the relationship between liking and citizenship. Research limitations/implications A limitation of the study is that it was correlational. The lack of support for mediating effect of social exchange suggests the need for further research with data collected from different sources. Practical implications Liking has positive effects on both social exchange relationship and supervisor-directed OCB. Trust is an important element of social exchange. Liking may be an independent source of influence on supervisor-directed OCB. Social implications Liking, an affective variable, may be an important influence in organizational behavior. It represents positive organizational behavior which is currently generating significant scholarly attention. Originality/value This study was conducted in the Sultanate of Oman, an Arabian Gulf country. To the authors’ knowledge, this is the first such study done in the region. In this study, the authors include trust as a representative of the quality of relationship between supervisor and subordinates. Unlike leader–member exchange (LMX), trust has rarely been related to liking in previous studies. Study tests for social exchange (including supervisory trust) as a mediator of the relationship between liking and supervisor-directed OCB.

Ethical Leadership and Organizational Citizenship Behavior: The Mediating Roles of Cognitive and Affective Trust

2014 ◽  
Vol 42 (3) ◽  
pp. 379-389 ◽  
Author(s):  
Xiaojun Lu
Keyword(s):  
Organizational Citizenship ◽  
Ethical Leadership ◽  
Organizational Citizenship Behavior ◽  
Eastern China ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Future Directions ◽  
Cognitive Trust ◽  
Affective Trust ◽  
The Relationship

I proposed that trust mediates the relationship between ethical leadership and organizational citizenship behavior, which is classified into 2 types: organizationally directed (OCBO) and individually directed (OCBI). Participants comprised 104 supervisor-subordinate dyads employed in public-sector organizations in a city in eastern China. The results showed that ethical leadership had a significant main effect on both OCBO and OCBI. In addition, cognitive trust had no significant mediating effect on the relationships between ethical leadership and OCBO and ethical leadership and OCBI, but affective trust fully mediated these relationships. The contribution of the results, limitations in the study, and future directions for research are also discussed.

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