Employee Organizational Citizenship Behaviour: The Direct and Indirect Impact of Ethical Leadership

Ruíz-Palomino, Pablo; Ruiz-Amaya, Carmen; Knörr, Helena

doi:10.1002/cjas.221

Cited by 70 publications

(74 citation statements)

References 104 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Neubert et al, 2009), and arguments regarding ethical leadership being a significant driver of both employee satisfaction and commitment have been supported (e.g. Ruiz-Palomino et al, 2011). The outcomes from the current study not only conform to the results of prior research but also extend the ethical leadership applicability in the hospitality industry in a nonwestern society that are consistent with the previous findings.…”

Section: Discussionsupporting

confidence: 88%

“…Kim & Brymer, 2011) and higher organisational citizenship behaviour (e.g. Ruiz-Palomino et al, 2011).…”

Section: Background To the Literature And Hypotheses Developmentmentioning

confidence: 99%

“…Organisational citizenship behaviour is explained as an important phenomenon in the work environment to enhance employee's social and psychological attachment to their organisations (Podsakoff, MacKenzie, Paine, & Bachrach, 2000;Ruiz-Palomino et al, 2011). Brown, et al (2005 While attempts have been made to relate ethical leadership to organisational citizenship behaviour (Mayer et al, 2009), both job satisfaction and organisational commitment have been empirically shown to be important antecedents of organisational citizenship behaviour (e.g.…”

Section: Hypothesis 5: Middle Level Managers' Affective Commitment Ismentioning

confidence: 99%

“…LePine, Erez, & Johnson, 2002;Podsakoff et al, 2000). Empirical findings suggest that employees with higher level of job satisfaction and commitment would engage actively in their organisations (Ruiz-Palomino et al, 2011). Organisational citizenship behaviour has also been shown to be the consequence of both job satisfaction and organisational commitment (e.g.…”

Section: Hypothesis 5: Middle Level Managers' Affective Commitment Ismentioning

confidence: 99%

“…Drawing from recent empirical investigations on ethical leadership and its relationship with different organisational outcomes such as job satisfaction, organisational commitment, and organisational citizenship behaviour (Mayer et al, 2009;Ruiz-Palomino, Ruiz-Amaya, & Knörr, 2011;Walumbwa et al, 2011), an argument can be built in regard to its applicability and influential role in a different settings than those that have conducted so far, since leadership is believed to be a universal phenomenon and to translate across cultures (Bass, 1997). Few studies are available that have tried to establish cross-cultural applicability and generalisability of ethical leadership in a non-US and a non-western context, which provides further justification to conduct the current research.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Ethical leadership and employee-organisational outcomes in the hotel industry

Tahernejad¹,

Ghorban²,

Ariffin³

et al. 2015

SAJBM

View full text Add to dashboard Cite

Ethical leadership has been attracting attention of different kinds. While the concept is still in its infancy, contribution from all aspects of business and management is required to examine the cross-sectional, cross-cultural applicability to provide further insights. Attempts have been made to theoretically and empirically examine the relationship between ethical leadership and several outcomes (e.g. job satisfaction, organisational commitment), however, most of these studies have been conducted in western countries. This calls for further analysis of this particular leadership style to fill the existing gap and enrich the literature. Using 183 samples from middle managers/supervisors in the hotel industry in Malaysia, the present study found that ethical leadership is positively and significantly related to both job satisfaction and organisational commitment among these middle managers, which then resulted in negative turnover and positive organisational citizenship behaviors amongst them. While, contributing significantly to the current literature on ethical leadership in the hospitality industry, this research also provides support for the notion of constructive consequences of leaders becoming role models in their organisations by following ethical standards in their behaviors and decision-making process.

show abstract

Section: Discussionsupporting

confidence: 88%

“…Kim & Brymer, 2011) and higher organisational citizenship behaviour (e.g. Ruiz-Palomino et al, 2011).…”

Section: Background To the Literature And Hypotheses Developmentmentioning

confidence: 99%

Section: Hypothesis 5: Middle Level Managers' Affective Commitment Ismentioning

confidence: 99%

Section: Hypothesis 5: Middle Level Managers' Affective Commitment Ismentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Ethical leadership and employee-organisational outcomes in the hotel industry

Tahernejad¹,

Ghorban²,

Ariffin³

et al. 2015

SAJBM

View full text Add to dashboard Cite

show abstract

Virtuous Leaders: Assessing Character Strengths in the Workplace

Thun¹,

Kelloway²

2011

Can J Adm Sci

View full text Add to dashboard Cite

Three studies were conducted to build, test, and compare a model of character-based leadership. The first qualitative study used the critical incident technique (Flanagan, 1949) and Peterson and Seligman's (2004) comprehensive theoretical framework of character strengths to develop and construct a scale. The second study tested the scale's psychometric properties. Exploratory factor analysis indicated that character-based leadership is a three-dimensional construct and demonstrates adequate content validity. The third study tested the new scale against organizational and personal outcome measures. The resulting structural model provided a strong fit. Relationships emerged between leader wisdom and employee affective commitment, leader humanity and employee wellbeing, employee organizational citizenship behaviours (OCBs), employee cognitive trust, and employee affective trust, and between leader temperance and employee trust.

show abstract

Work‐life balance and corporate social responsibility: The evaluation of gender differences on the relationship between family‐friendly psychological climate and altruistic behaviors at work

Álvarez-Pérez

Penela

Torres

2020

Corp Soc Responsibility Env

View full text Add to dashboard Cite

Work-life balance issues are very important for those companies interested in Corporate Social Responsibility. Using a sample of 511 Spanish employees, this work examines the effect of family-friendly psychological climate (FFPC) on altruism through job satisfaction. It also considers the moderating effect of gender on the studied relationships. The results obtained through structural equation analysis show (1) a positive association between FFPC and altruistic behaviors of employees; (2) that job satisfaction mediates the relationship between the perceptions of managerial support and altruism and (3) that the perception of managerial support directly leads to the development of altruistic behaviors in the case of women and, in the case of men, only when this support affects satisfaction. These findings have some managerial implications. For instance, firms interested in promoting altruistic behaviors among their employees could incorporate into the performance appraisal system the assessment of managers' assistance to employees.

show abstract

Employee Organizational Citizenship Behaviour: The Direct and Indirect Impact of Ethical Leadership

Cited by 70 publications

References 104 publications

Ethical leadership and employee-organisational outcomes in the hotel industry

Ethical leadership and employee-organisational outcomes in the hotel industry

Virtuous Leaders: Assessing Character Strengths in the Workplace

Work‐life balance and corporate social responsibility: The evaluation of gender differences on the relationship between family‐friendly psychological climate and altruistic behaviors at work

Contact Info

Product

Resources

About