Effect of Ethical Leadership and Interactional Justice on Employee Work Attitudes

Abstract

The purposes of the current study were to (a) examine the direct effects of ethical leadership on three employee work attitudes—affective organizational commitment (AC‐ORG), affective commitment to the supervisor (AC‐SUP), and job satisfaction and (b) explore the mediating roles of two types of interactional justice—interpersonal justice (IPJ) and informational justice (IFJ)—on the effects of ethical leadership and employee work attitudes. Data were collected from 862 participants and structural equation modeling (SEM) was employed for data analysis. The results indicated that ethical leadership had strong and direct effects on employee work attitudes. Moreover, the effects of ethical leadership on AC‐SUP and on job satisfaction were found to be partially mediated by IFJ, while IPJ was found to have no mediating role. These research findings demonstrate the importance of ethical leadership and IFJ to employees, leaders, and organizations. The research contributes substantial knowledge to the leadership field because it confirms the importance of ethics to leadership effectiveness.

Relationship Between Middle Managers' Transformational Leadership and Effective Followership Behaviors in Organizations

“…Since the ratings of followership and leadership behaviors were collected from the same source (i.e., middle managers), there was the possibility of common source bias (Charoensap, Virakul, Senasu, & Ayman, ). To reduce the likelihood of a common source variance, Harman's single factor test was conducted to see if a one‐factor solution would explain a significant proportion of the variance in the data (Podsakoff, MacKenzie, Lee, & Podsakoff, ).…”

“…One potential limitation of the current study is common source bias, since ratings of TLB and EFB were self‐reported by respondents (Charoensap et al, ). However, the results of exploratory and confirmatory factor analysis showed a single‐factor solution was inadequate, thereby reducing the likelihood of a common source affecting the results (Podsakoff et al, ).…”

“…Moreover, the findings have implications for how organizations carry out human resource development. Today, many organizations enroll their staff in leadership training programs that offer only a leadership curriculum (Charoensap et al, ). However, since the findings suggest that some TLBs may not transfer to effective followership, organizations may need to enroll their staff in leadership development programs that offer a leadership‐followership curriculum (Foley, ).…”

Sustainable Influence of Ethical Leadership on Work Performance: Empirical Study of Multinational Enterprise in South Korea

“…Although ethical leadership is a recent topic of interest for many researchers, it lacks in-depth research to uncover the explanatory mechanism linking ethical leadership to outcomes of followers [1]. Most literatures have examined the relationship between ethical leadership and employee attitude, or counter-productive or extra-role behaviors, such as organizational citizenship behavior, knowledge sharing, whistleblowing, bullying, voice, deviance, creativity, moral cognition, misconduct, emotional exhaustion, and compassion [2][3][4][5][6][7][8][9][10][11][12][13][14][15]. In particular, the unknown link between ethical leadership and work performance has recently drawn attention from researchers.…”

Predictive model of organizational justice, job satisfaction, and commitment: The context of the state media sector in the Ethiopian federation

“…In the present investigation, the interest was in the interactional aspect of justice as an independent construct that has stipulated relationships with job satisfaction and organizational commitment (Charoensap et al, 2019;Wang et al, 2012), which may be uniquely important to journalists as intensive communication workers. Methodologically, limiting the number of constructs was also important to ward off potential multicollearity issues (Kalnins, 2018).…”