Ethical Leadership and Employee Voice: Examining a Moderated-Mediation Model

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.

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

Journal of Business Ethics ◽

10.1007/s10551-014-2108-9 ◽

2014 ◽

Vol 130 (4) ◽

pp. 819-831 ◽

Cited By ~ 81

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

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Impact of Compassion on Voice Behavior: A Moderated Mediation Model

Journal of Open Innovation Technology Market and Complexity ◽

10.3390/joitmc6040148 ◽

2020 ◽

Vol 6 (4) ◽

pp. 148

Author(s):

Asma Nisar ◽

Ghulam Abid ◽

Natasha Saman Elahi ◽

Muhammad Ahsan Athar ◽

Saira Farooqi

Keyword(s):

Affective Commitment ◽

Study Finding ◽

Moderated Mediation ◽

Mediating Effect ◽

Employee Voice ◽

Mediation Model ◽

Voice Behavior ◽

Moderated Mediation Model ◽

Managerial Support ◽

The Relationship

Employee voice is a constructive and change-oriented communication that aims to improve a situation. In line with conservation of resource theory, our research proposed a moderated mediation model by examining the indirect effect of compassion on voice behavior through the mediating effect of affective commitment, and also examined the conditional effect of managerial support in the mediated relationship of compassion and voice behavior. Data were obtained from employees and their immediate supervisor in the public sector in three times at regular intervals of one week within a 2-month span of time. By using PROCESS macro on an actual sample of employees (300) and supervisors (19), our study found that compassion is positively associated with affective commitment that, in turn, is positively associated with voice behavior. Our study also found that affective commitment mediates the relationship between compassion and voice behavior. Furthermore, managerial support negatively moderates the relationship between affective commitment and voice behavior as well as mediating effect of affective commitment between compassion and voice behavior. The study finding adds to the deeper understanding of the pivotal construct, i.e., voice behavior. In addition to recommendations for more empirical research on voice behavior, theoretical and practical implications are given.

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