scholarly journals Ethical Leadership and Deviant Workplace Behaviour: The Role Ethical Reasoning, LMX, Distributive Justice, and Psychological Safety and Attachment in a Moderated Mediation Framework

2021 ◽  
Vol 7 (2) ◽  
pp. 1
Author(s):  
Anum Naz ◽  
Danish Ahmed Siddiqui
Keyword(s):  
Distributive Justice ◽  
Ethical Leadership ◽  
Discriminant Validity ◽  
Ethical Reasoning ◽  
Psychological Safety ◽  
Situational Factors ◽  
Leader Member Exchange ◽  
Confirmatory Factor ◽  
Member Exchange ◽  
Average Variance

The article aims to analyse and explain the relationship between ethical leadership, organisational deviance. We proposed a theoretical framework arguing a mediatory role of situational factors including psychological safety, psychological attachment, distributive justice, and Leader-Member Exchange (LMX). We also argue that utilitarian based ethical reasoning make employees more responsive towards the ethical decision by the leadership making them less deviant. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 254employees and analysed using confirmatory factor analysis and structured equation modelling. The measurement and structure model were assessed using AVE (average variance extracted), Composite Reliability (CR), Cronbach’s alpha, discriminant validity through the Fornell-Larcker Criterion, and Collinearity methods in PLS-SEM. The results suggested a significant and positive effect of ethical leadership on Leader-member-exchange, psychological attachment, distributive justice, and psychological safety. Moreover, apart from distributive justice, all other factors seem to decrease Organisational Deviance, however, their effect remained insignificant. Surprisingly, ethical leadership (EL) seems to be directly instigating Organisational Deviance (OD), as well as through the mediation of distributive justice. However, EL seems to significantly reduce deviance through including Utilitarianism ethical reasoning amongst its followers, as EL seems to positively affect utilitarianism, which in turn negatively affects deviance. Utilitarianism also seems to complement EL in reducing OD directly as the result showed significant and negative complementarities amongst EL and Utilitarianism in explaining OD. The results imply that EL and OD nexus is more affected by ethical reasoning rather than situational factors.

scholarly journals Employee Voice: A Mechanism to Harness Employees’ Potential for Sustainable Success

2022 ◽  
Vol 19 (2) ◽  
pp. 921
Author(s):  
Hengwei Zhu ◽  
Muhammad Kamran Khan ◽  
Shakira Nazeer ◽  
Li Li ◽  
Qinghua Fu ◽  
...  
Keyword(s):  
Ethical Leadership ◽  
Psychological Safety ◽  
Employee Voice ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
High Quality ◽  
Social Exchanges ◽  
Member Exchange ◽  
The Relationship ◽  
Ethical Leaders

Listening to employees’ concerns reduces their dissatisfaction, but moreover, for an organization to achieve sustainable success, employees must raise their creative voice and give their input in decision-making without the fear of rejection in a psychologically safe environment. Ethical leaders facilitate such a participative style of management. A bureaucratic culture, as is generally encountered in Pakistan’s work settings, poses real challenges to those who dare to speak up, therefore the importance of ethical leadership, leader–member exchange (LMX), and psychological safety cannot be neglected as coping mechanisms to sustain the employee voice for mutual gains. To investigate ethical leadership’s mediating mechanisms and boundary conditions on voice behavior, we examined a moderated mediation model with the leader–member exchange as a moderator and psychological safety as a mediator. Grounded in social exchange theory (SET), the current study uniquely posits and tests that employees feel psychologically safe in the presence of an ethical leader with whom they have high-quality social exchanges. Data were collected from 281 employees from the public corporations and private enterprises of the petroleum sector of Karachi. Results of the analysis, through SPSS and AMOS, revealed that psychological safety mediated the relationship of ethical leadership and voice behavior, while the indirect effect of ethical leadership on voice behavior (via psychological safety) is stronger for those employees who enjoy high-quality exchanges with ethical leaders. LMX was also found to moderate the relationship between ethical leadership and voice behavior. Contributions, recommendations, and limitations of the current study and further research areas are also discussed. The study offers practical insight on the mechanism of ethical leadership on employee voice behavior and recommends leaders to develop social exchanges to improve voice behavior for sustainable success.

Whistleblowing and the ‘Person-Situation’ Conundrum: What Matters More?

2021 ◽  
pp. 097168582110228
Author(s):  
Meenal Gakhar ◽  
Zubin R. Mulla
Keyword(s):  
Personality Traits ◽  
Ethical Leadership ◽  
Strong Support ◽  
Situational Factors ◽  
Moral Foundations ◽  
Big Five Personality ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
The Individual ◽  
The Impact

This article extends the knowledge on whistleblowing by studying the impact of two individual antecedents (moral foundations and personality traits) and two situational factors (ethical leadership and leader–member exchange) on whistleblowing intentions. We presented 203 management students with a situation and assessed their likelihood of whistleblowing. Model estimations found strong support for situational factors overpowering the individual factors in determining the whistleblowing intentions. We found that ethical leadership was positively, and leader–member exchange negatively related with whistleblowing. In the presence of these situational factors, neither the Big Five personality traits, nor the moral foundations of a person seemed to matter in predicting an individual’s whistleblowing behaviour.

scholarly journals From Ethical Leadership to Team Creativity: The Mediating Role of Shared Leadership and the Moderating Effect of Leader–Member Exchange Differentiation

2021 ◽  
Vol 13 (20) ◽  
pp. 11280
Author(s):  
Jue Wang ◽  
Hae-Ryong Kim ◽  
Byung-Jik Kim
Keyword(s):  
Ethical Leadership ◽  
Social Information Processing ◽  
Shared Leadership ◽  
Structural Equation ◽  
Role Theory ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Team Creativity ◽  
Moderated Mediation Model ◽  
Member Exchange

Alongside ethical leadership’s effectiveness on team creativity, the superiority of shared leadership has been emphasized in the literature. Based on role theory, social information processing theory, and allocation preferences theory, this study suggests that shared leadership functions as a critical intermediating mechanism to explain the influence of ethical leadership on team-level creativity. Moreover, the dispersion value of leader–member exchange (LMXD) moderates the influence of ethical leadership on shared leadership. To empirically test our hypotheses, this paper used multisource samples and team-level data with moderated mediation model with PLS-SEM method. This study targeted a sample of 30 leaders and 233 team members who work at HRD Korea where a team structure is utilized. The results of structural equation modeling showed that ethical leadership increased shared leadership, and ethical leadership and shared leadership both positively affected team creativity. Shared leadership functioned as a crucial mediating factor in the ethical leadership–team creativity link. Moreover, the team-level LMXD moderated ethical leadership effectiveness on creativity via shared leadership.

Exploring hotel employees’ regulatory foci and voice behavior: the moderating role of leader-member exchange

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
You-De Dai ◽  
Wen-Long Zhuang ◽  
Po-Kai Yang ◽  
Yi-Jun Wang ◽  
Tzung-Cheng Huan
Keyword(s):  
Convergent Validity ◽  
Discriminant Validity ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Content Type ◽  
Hotel Employees ◽  
Member Exchange ◽  
Moderating Role

Purpose Drawing on leader-member exchange theory and regulatory focus theory, the purpose of this study is to explore the effects of hotel employees’ regulatory foci on their voice behavior and the moderating role of leader-member exchange. Design/methodology/approach The questionnaire includes demographics, regulatory foci, leader-member exchange and voice behavior sections. The data was collected via a survey of 10 international tourist hotels in Taiwan and 479 valid questionnaires were completed. Confirmatory factor analysis and path analysis were used to test the composite reliability, discriminant validity and convergent validity. Multiple regression analysis was used to test the hypotheses. Findings The outcome of this study indicates that both promotion focus and prevention focus can benefit employees’ voice behavior; however, prevention-focused employees have more positive voice behavior than promotion-focused employees. In addition, the leader-member exchange can moderate the relationship between regulatory foci and voice behavior. Originality/value This is an empirical study in the hotel field to examine the moderating effects of leader-member exchange on the relationships between regulatory foci and voice behavior. This research is contributed toward human resource management literature in the hospitality and tourism domain. Practices for managers and suggestions for future research are discussed.

Korean Translation of the Barriers to Research Utilization Scale: Psychometric Testing

2017 ◽  
Vol 31 (3) ◽  
pp. 233-246
Author(s):  
Youngshin Song ◽  
Moonhee Gang ◽  
Misook Jung
Keyword(s):  
Factor Analysis ◽  
Confirmatory Factor Analysis ◽  
Discriminant Validity ◽  
Factor Loading ◽  
Cronbach’S Alpha ◽  
Cronbach's Alpha ◽  
Korean Version ◽  
Convergent And Discriminant Validity ◽  
Confirmatory Factor ◽  
Average Variance

Purpose: The purpose of this study was to assess the psychometric properties of the Barriers or Facilitators to Using Research in Practice (BARRIERS) scale for use in Korea. Methods: A cross-sectional study design was used with 364 nurses working in clinical settings. Item analysis was conducted and convergent and discriminant validity were evaluated using confirmatory factor analysis. Internal consistency reliability was evaluated using Cronbach’s alpha coefficients. Results: Confirmatory factor analysis revealed a 4-factor structure with 25 items that explained 62.9% of the variance. Convergent and discriminant validity were confirmed as examining the factor loading, average variance extracted, and composite reliability. The values of factor loading for 25 items were having higher estimate than criterion and the average variance extracted value for 4 factors ranged from .575 to .667. The Cronbach’s alpha was .90 for the 25 items. Conclusion: The Korean version of the 25-item BARRIERS scale was a reliable and valid scale to measure barriers to research use in Korean health care settings. Based on this psychometric evaluation, research barriers and its associated factors will be investigated using the Korean version of the BARRIERS scale in further study.

Sign in / Sign up

Export Citation Format

Share Document