Mediators of ethical leadership and group performance outcomes

Peng, Jui-Chen; Lin, Julian

doi:10.1108/jmp-10-2015-0370

Cited by 19 publications

(16 citation statements)

References 39 publications

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“…We used Brown and Treviño’s (2006) four-item measure of perceived value congruence, namely subordinates’ perceptions of the matching degree with their leaders in values. This scale has demonstrated high factor loadings in Chinese samples ( Peng and Lin, 2017 ), a sample item from this scale is “Since starting this job, my personal value and those of my manager have become more similar.” The subordinates were required to report to what extent they agree that the statements described their perception of their leaders.…”

Section: Methodsmentioning

confidence: 99%

Value Congruence: A Study of Green Transformational Leadership and Employee Green Behavior

2018

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This study examined the extent to which the impact of green transformational leadership on employee green behavior through follower perceptions of value congruence. Path analyzing on data from 193 subordinate-leader dyads showed that followers’ value congruence with their leader mediated the effects of green transformational leadership on employee green behavior. Results also supported that green identity moderated the indirect effect of green transformational leadership on employee green behavior through value congruence, such that the indirect effect was more positive when green identity was high than when it was low. These findings provided valuable contribution to green transformational leadership, value congruence, and employee green behavior by exploring the relationship between them. Practical implications and directions for future research are also discussed.

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Section: Methodsmentioning

confidence: 99%

Value Congruence: A Study of Green Transformational Leadership and Employee Green Behavior

2018

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“…In many writings, results of leader's styles and related benefits have been shown (Zazou et al, 2019;Peng & Lin 2017). Due to the culture range and differences, not more assessment had been conducted that recognized leader's liability to business.…”

Section: Ethical Leadership and Organizational Commitmentmentioning

confidence: 99%

The Impact of Ethical Leadership & Civility on Organizational Commitment: The Mediating Role of Work Engagement

Alam

Gul

Imran

2021

JASS

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Purpose – This paper holds the purpose to investigate the impact of ethical leadership and civility on organizational commitment and also to explore mediating role of work engagement in the relationship. Design/methodology/approach – With questionnaire survey, the current paper uses a sample of 340 employees from manufacturing sector of Lahore Pakistan. To test the hypotheses, analysis was accomplished by using Statistical Package for Social Science Software, through confirmatory factor and regression analysis. Findings – The results revealed that ethical leadership and civility have positive impact on organizational commitment. Strong empirical support also proved that work engagement mediates the relationship between ethical leadership, civility and organizational commitment. Research limitations/implications – This study design is cross-sectional, consequently accuracy of assumption concerning causality is restrictive. Practical implications – Results of this study discovered the importance of ethical leadership behaviors which play noteworthy role in developing employees and ethical organizational culture & support to ascertain an organizational ethical environment that leads to maximize work engagement and organizational commitment. Thus, ethical leadership behaviors & civility might be the key and most suitable practices to be implemented in manufacturing sector of Pakistan. Originality/value – This paper adds to the existing ethical leadership and civility literature by identifying work engagement as an additional mediator in the relationship between ethical leadership, civility and organizational commitment

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“…Ethical leaders accept personal responsibility for team performance, signalling to followers the value and importance of the assigned task and the requirement for appropriate behaviour (Piccolo et al, 2010). However, empirical research on how ethical leadership affects team performance is limited (Peng and Lin, 2017). To the best of our knowledge, no study has yet been conducted on the influence of ethical leadership on software development project teams.…”

Section: Introductionmentioning

confidence: 99%

The influence of ethical leadership and team learning on team performance in software development projects

Chamtitigul

2021

TPM

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Purpose The purpose of this paper is to examine the effect of team learning processes (information acquisition, information processing and information storage and retrieval) on team performance in software development projects and to assess the effect of ethical leadership and its influence on these processes. Design/methodology/approach The authors examined 354 software development project teams in Thailand. A quantitative study was conducted through a Web-based survey, with structural equation modelling used to test the hypotheses. Findings The results of this study revealed that ethical leadership is positively correlated with the team learning processes of information acquisition, information processing and information storage and retrieval. However, only information processing and information storage and retrieval are positively related to team performance. The results indicate that ethical leadership has a positive direct effect on team performance. The results also show that the positive relationship between ethical leadership and team performance is partially mediated by team learning processes, namely, information processing and information storage and retrieval. Research limitations/implications This study highlights the importance of ethical leadership and guides managers towards considering the characteristics of both ethical leadership and team learning processes for enhancing team performance in software development projects. Originality/value This is the first study to the best of authors’ knowledge to examine the role of team learning processes in mediating the relationship between ethical leadership and team performance, particularly concerning software development projects. The present research contributes to the literature on team performance management, emphasising the manner in which ethical leadership can result in team learning and team performance. The findings of this study can be used to encourage organisations to develop ethical leadership behaviours and team learning processes in software development projects.

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Mediators of ethical leadership and group performance outcomes

Cited by 19 publications

References 39 publications

Value Congruence: A Study of Green Transformational Leadership and Employee Green Behavior

Value Congruence: A Study of Green Transformational Leadership and Employee Green Behavior

The Impact of Ethical Leadership & Civility on Organizational Commitment: The Mediating Role of Work Engagement

The influence of ethical leadership and team learning on team performance in software development projects

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