As the tree is, so is the fruit? Examining the effects of ethical leadership on bootlegging from the perspective of leader–follower gender similarity

Purpose The purpose of this study is to explore how and when ethical leadership enhances bootlegging. To achieve this purpose, the authors proposed a moderated dual-path model in this study. Design/methodology/approach The model was tested on two related studies. Study 1 was based on three-wave, collected data from a sample of 511 employees of Chinese companies. Data used in Study 2 was collected by survey from employees and their direct leaders of multiple departments of companies in China. Findings In Study 1, the authors found that moral efficacy and moral identity mediate between ethical leadership and bootlegging. Findings from Study 2 provide convergent support of moral efficacy’s and moral identity’s impact on the mediation relationship between ethical leadership and bootlegging. Moreover, the results of Study 2 further reveal that the relationship between ethical leadership and moral efficacy (or moral identity) was more significant among leader–follower with different genders. Originality/value This study not only enriches the literature on ethical leadership and gender (dis)similarity, but also helps managers to better understand the function of bootlegging.

Ethical Leadership and Knowledge Sharing: The Effects of Positive Reciprocity and Moral Efficacy

Despite the pivotal function of knowledge sharing for enterprises in today’s highly competitive and ever-changing economic environment, the mechanism about how ethical leadership impacts employees’ knowledge sharing remains a largely unexplored domain in the literature. Drawing on the social exchange theory and social learning theory, this study examines how ethical leadership helps to encourage followers’ knowledge sharing behavior considering the dual-mediating effects of positive reciprocity and moral efficacy. A questionnaire-based survey is used to collect data in China. And structural equation modeling techniques are used to analyze the collected data in order to test the proposed hypothesis. Results show that ethical leadership has positive impact on followers’ knowledge sharing. It is also found that both positive reciprocity and moral efficacy play significant mediating effects, and they are equally important in accounting for the impact of ethical leadership on followers’ knowledge sharing. Based on the analysis results, this paper further discusses theoretical and practical implications.

Harriet Beecher Stowe’s Evangelical Story of Disestablishment

This chapter examines Harriet Beecher Stowe’s depiction of the separation of church and state in her regional New England novels, Oldtown Folks and Poganuc People, both set in the early republic. It argues that while Stowe’s evangelical vision of religion led her to praise the purification of religion from politics, her simplified story of disestablishment enables a more complicated intertwining of Christianity with democracy. Drawing on family lore and regional history for both novels, Stowe criticized the New England Federalists and Calvinists of her father Lyman Beecher’s generation for treating religion as a political tool, but she also credited them with safeguarding Christianity from the forces of secularization that she associated with the French Revolution. Her novels thus seek to adapt state religion by depicting sites of intense, irrational belief (Spiritualism in Oldtown Folks, Christmas wonder in Poganuc People) that leaven Federalist and Calvinist rationalism with enchantment for the purpose of democratizing Christianity. Stowe’s historical progress narrative depicts Christianity made more democratic when it is seized from the hands of elites and politicians, yet this shift transforms it into a more powerful tool for regulating society. Strengthening the moral efficacy of religion, Stowe’s vision depicts a weakening of the state and public polity, because in Stowe’s libertarian New England history, democracy of the “people” and the “folk” is reassigned to Christianity in the private sphere.

Linking authentic leadership, moral voice and silence—A serial mediation model comprising follower constructive cognition and moral efficacy

Authentic leadership is widely considered a positive form of moral leadership that emphasizes a leader’s self-awareness, self-concordance, and modeling of self-regulatory behaviors. It is expected that authentic leaders foster moral employee behavior. However, empirical evidence for this assumption with a clear focus on the moral domain is still rather scarce. Furthermore, little is known about mediating mechanisms, especially pertaining to self-regulation of followers. Our research focused on two important facets of moral employee behavior: voice and silence. We (a) examined relationships between authentic leadership, moral voice, and two major forms of moral silence (quiescent and acquiescent) and (b) tested follower constructive cognition and moral efficacy as self-regulatory mechanisms in a serial mediation model. We conducted a cross-sectional study with employees from different organizations ( n = 295). As expected, analyses indicated that authentic leadership is positively related to self-reported voice and negatively to self-reported silence on moral issues. Pertaining to the outcomes quiescent moral silence and moral voice, results revealed a serial mediation effect via constructive cognition and moral efficacy. Furthermore, unique indirect effects of each mediator were found. Thus, authentic leadership can enhance moral behavior mediated by follower constructive cognition and moral efficacy. Based on these insights, new interventions for overcoming silence and promoting voice in organizations can be designed.

Team Mindfulness and Employee Moral Efficacy: The Moderating Effect of Team Bottom-Line Mentality

Different from the previous studies that mainly focused on the mindfulness at the individual level, this research explores the effect of team mindfulness on employee moral efficacy, and considers the influence of the interaction between team bottom-line mentality (BLM) and team mindfulness on employees’ moral efficacy. Results from three-wave surveys of 275 employees indicated that: the team BLM will weaken the positive relationship between team mindfulness and employees’ moral effectiveness. This research advances the current understandings of the influencing process between team mindfulness and employees’ moral efficacy by identifying the moderating role of team BLM, and casts the spotlight on the impact mechanism among team mindfulness, team BLM, and employees’ moral efficacy at the team level. Theoretical and practical implications are also discussed.

Can Formalisation Ensure Ethical Behaviour Among Teachers? The Mediating Role of Moral Efficacy

Formalisation emerges as an important aspect of organisational structure, especially in the wake of disruption of organisational routines. Also, there is a growing recognition that, in recent decades, higher educational institutions started adapting several business-like managerial practices into their system. In this context, the present study aims to determine the likely effect of organisational formalisation on ethical and unethical behaviour among teachers/faculty members. In addition, the study assesses the mediating mechanism of moral efficacy in the aforementioned relationships. A survey-based method was utilised to collect data from the 689 faculty members affiliated with different higher educational institutions in southern India. Structural equation modelling results revealed that formalisation has a significant positive relation with faculty member’s ethical behaviour. However, the study did not provide evidence for the predicted negative relationship between formalisation and unethical behaviour. Further, the results suggested that moral efficacy plays a significant mediating role in both these relations. Results reinforce the underlying theoretical mechanism of social cognitive theory that human function is a reciprocal determinism between person, his/her environment, and behaviour. Implications and limitations of the study are discussed.

Edith Wharton

Chapter 2 discusses the ways in which Wharton’s prolific, if short-lived, output of World War I writing changed in reaction to external forces. Fighting France: From Dunkerque to Belfort and French Ways and their Meaning were influenced by the military authorities, while The Book of the Homeless was spurred on by the need to raise funds for Wharton’s charities. A comparison between The Marne and A Son at the Front, however, reveals that, after the war, Wharton’s perspective shifted, as she came to doubt the moral efficacy of the war effort that she had so intently supported in her writing and philanthropic work.

Ethical Leadership and Team Ethical Voice and Citizenship Behavior in the Military: The Roles of Team Moral Efficacy and Ethical Climate

In recent years, unethical conduct (e.g., Enron, Lehman Brothers, Oxfam, Volkswagen) has become an important issue in management; relatedly, there is growing interest regarding the nature and implications of ethical leadership. Drawing from social learning theory, we posited that ethical leadership would positively relate to team ethical voice and organizational citizenship behavior (OCB) through team moral efficacy. Furthermore, building on social information processing theory and the social intuitionist model, we expected these effects to be accentuated in teams with a strong ethical climate. Using survey data from subordinates and leaders pertaining to 150 teams from the Republic of Korea Army, ethical leadership was found to indirectly relate to increased team ethical voice and OCB directed at individuals and the organization through team moral efficacy. These relationships tended to be amplified among teams with a strong ethical climate. In addition, these findings persisted while controlling for transformational leadership, thereby highlighting the incremental value of ethical leadership for team outcomes. Theoretical and practical implications are discussed.