Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance

Neves, Pedro; Story, Joana

doi:10.1007/s10551-013-1997-3

Cited by 77 publications

(74 citation statements)

References 61 publications

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“…The findings revealed that ethical leadership affects all employee work attitudes (i.e., AC‐ORG, AC‐SUP, and job satisfaction) being studied. The results were consistent with those of previous research demonstrating that ethical leadership is positively linked to AC‐ORG (Demirtas & Akdogan, ; Hansen et al, ; Kim & Brymer, ; Neubert et al, , ; Neves & Story, ; Pucic, ), AC‐SUP (Hansen et al, ), and job satisfaction (Neubert et al, ; Okan & Akyüz, ; Yang, ).…”

Section: Discussionsupporting

confidence: 91%

“…The findings of the current research have implications for future research. First, the effects of ethical leadership on employee work attitudes in the business context in Thailand seem to be the same as in other countries (Demirtas & Akdogan, ; Hansen et al, ; Kim & Brymer, ; Neubert et al, , ; Neves & Story, ; Okan & Akyüz, ; Pucic, ; Yang, ). However, the transactional element might be different in different cultures or contexts (Brown & Treviño, ).…”

Section: Discussionmentioning

confidence: 79%

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Effect of Ethical Leadership and Interactional Justice on Employee Work Attitudes

Charoensap¹,

Virakul²,

Senasu³

et al. 2018

J of Leadership Studies

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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.

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Section: Discussionsupporting

confidence: 91%

Section: Discussionmentioning

confidence: 79%

Effect of Ethical Leadership and Interactional Justice on Employee Work Attitudes

Charoensap¹,

Virakul²,

Senasu³

et al. 2018

J of Leadership Studies

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“…That is, ethical leadership had both direct and indirect (over teachers' work attitudes) effects on school effectiveness meaning that ethical leadership behaviours contribute to school effectiveness and that this could at least partly be explained by an improved affective commitment and job satisfaction of the teachers. Parallel to this result, many field studies indicated that administrators' ethical leadership behaviours are associated with employees' work attitudes (Avey et al, 2012;Çelik et al, 2015;Frisch and Huppenbauer, 2014;Hassan et al, 2014;Kim and Brymer, 2011;Loi et al, 2015;Madenoğlu et al, 2014;Neves and Story, 2015;Ogunfowora, 2014). Brown et al (2005) and Brown and Treviño (2006) stated that ethical leadership's effect on employee attitudes and behaviours can be explained by social exchange theory.…”

Section: Discussionmentioning

confidence: 91%

“…Although Meyer and Allen (1991) have suggested a three-dimensional construct of organizational commitment (e.g., continuous, normative, and affective), many studies on the link between ethical leadership and employee commitment (Hassan et al, 2014;Loi et al, 2015;Neves and Story, 2015;Ng and Feldman, 2015) have studied organizational commitment on the basis of affective commitment, which is characterized by emotional attachment, organizational identification and involvement. Therefore, the current study, the affective commitment dimension was used to examine organizational commitment.…”

Section: Ethical Leadership and Work Attitudesmentioning

confidence: 99%

Ethical leadership and school effectiveness: The mediating roles of affective commitment and job satisfaction

Işık

2020

IJELM

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This study examines how ethical leadership influences school effectiveness via the mediating role of affective commitment and job satisfaction. For this purpose, 306 teachers completed measures of ethical leadership, affective commitment, job satisfaction, and school effectiveness. The results supported the hypothesized positive links of ethical leadership to affective commitment, job satisfaction, and school effectiveness. The results also revealed that work attitudes (i.e., affective commitment and job satisfaction) partially mediated the relationship between ethical leadership and school effectiveness, indicating both direct and indirect effects of ethical leadership on school effectiveness. In light of these findings, a number of recommendations were given for further research, specifically regarding school administrative research and applications. ResumenEste estudio examina cómo el liderazgo ético influye en la efectividad escolar a través del papel mediador del compromiso afectivo y la satisfacción laboral. Para este propósito, 306 maestros completaron medidas de liderazgo ético, compromiso afectivo, satisfacción laboral y efectividad escolar. Los resultados respaldaron los hipotéticos vínculos positivos del liderazgo ético con el compromiso afectivo, la satisfacción laboral y la efectividad escolar. Los resultados también revelaron que las actitudes laborales (es decir, el compromiso afectivo y la satisfacción laboral) mediaron parcialmente la relación entre el liderazgo ético y la efectividad escolar, lo que indica los efectos tanto directos como indirectos del liderazgo ético sobre la efectividad escolar. A la luz de estos hallazgos, se dieron una serie de recomendaciones para futuras investigaciones, específicamente con respecto a la investigación y las aplicaciones administrativas escolares.

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“…Avey et al, 2011;Neves & Story, 2015), comportamentos contraprodutivos (e.g. Den Hartog & Belschak, 2012;Demirtas, 2013;Mayer, Kuenzy, & Greenbaum, 2011), rotatividade (e.g.…”

Section: Efeitos Da Liderança éTicaunclassified

Escala de Liderança Ética no Trabalho: Evidências de validade da versão brasileira

Almeida¹,

Hartog²,

Porto³

2018

Rev. Psicol., Organ.Trab.

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bResumo O tema da ética nas organizações tem ganhado relevo recentemente. O objetivo deste trabalho foi realizar a adaptação da Escala de Liderança Ética no Trabalho (Kalshoven, Den Hartog, & De Hoogh, 2011). O primeiro estudo apresenta escala traduzida e o teste exploratório da estrutura fatorial com uma amostra de 222 profissionais. Apesar de apresentar 7 fatores (AFE), a estrutura encontrada não correspondente ao modelo original. No estudo 2 (amostra de 3804 profissionais), o ajuste do modelo com estrutura fatorial original da escala foi testado (AFC) e apresentou melhor ajuste que os demais. Para mensurar a validade de construto, a relação da liderança ética com a satisfação com o líder e a supervisão abusiva foi testada. O padrão de relação esperado foi confirmado, sendo encontrada relação positiva com satisfação e negativa com supervisão abusiva. Juntos, os resultados sugerem que a ELET apresenta evidências de validade de construto e boas propriedades psicométricas. Ethical Leadership at Work Scale: validity evidence for the Brazilian version AbstractEthical issues have been a growing concern to organizations. The main goal of this study was to develop a Brazilian version of the Ethical Leadership at Work Scale (Kalshoven, Den Hartog, & De Hoogh, 2011). The first study presents the translated measure and an exploratory study of the factor structure with a sample of 222 employees. Even though the best solution had 7 factors (EFA), the solution found did not correspond to the originally proposed one. In study 2 (sample of 3,804 employees), the goodness of fit of the original factor structure was assessed (CFA). The originally proposed model presented the best fit. In order to assess construct validity, the relationship of ethical leadership with satisfaction with the leader and abusive supervision was measured. Findings confirmed the hypothesized positive relation with satisfaction with the leader and a negative one with abusive supervision. Overall, findings suggest the scale presents good psychometric properties and construct validity. Escala de liderazgo ético en el trabajo: evidencias de validez de la versión brasileñaResumen El tema de la ética en las organizaciones ha ganado recientemente relevancia. El objetivo de ese trabajo fue realizar la adaptación de la Escala de Liderazgo Ético en el Trabajo (Kalshoven, Den Hartog, & De Hoogh, 2011). El primer estudio presenta el test exploratorio de la estructura factorial a partir de una muestra de 222 profesionales. A pesar de presentar 7 factores (AFE), la estructura hallada no corresponde al modelo original. En el estudio 2 (muestra de 3804 profesionales), el ajuste del modelo con la estructura factorial original de la escala fue probado (AFC) y presentó un mejor ajuste en comparación con otros modelos probados. Para medir la validez de constructo, la relación del liderazgo ético con la satisfacción con el líder y la supervisión abusiva fueron probadas. El patrón de relación esperado fue confirmado al encontrarse relación positiva con respecto a la satisfac...

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Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance

Cited by 77 publications

References 61 publications

Effect of Ethical Leadership and Interactional Justice on Employee Work Attitudes

Effect of Ethical Leadership and Interactional Justice on Employee Work Attitudes

Ethical leadership and school effectiveness: The mediating roles of affective commitment and job satisfaction

Escala de Liderança Ética no Trabalho: Evidências de validade da versão brasileira

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