Modeling team performance from the perspective of politics and ethical leadership

Lin, Chieh‐Peng; Liu, Na Ting; Chiu, Chou Kang; Chen, Kuang Jung; Lin, Ni

doi:10.1108/pr-07-2018-0277

Cited by 9 publications

(7 citation statements)

References 135 publications

(138 reference statements)

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“…Thirdly, the results of this study in relation to software development projects align with previous empirical research in that ethical leadership has a positive direct impact on team performance (Lin et al, 2019;Liu et al, 2019;Peng and Lin, 2017;Walumbwa et al, 2012;De Hoogh and Den Hartog, 2008). Moreover, the findings accord with the theory of social exchange proposed by Blau (1964) in that when leaders exhibit ethical behaviours, team members are more likely to reciprocate them and contribute positively to team performance.…”

Section: Theoretical Implicationssupporting

confidence: 87%

“…Previous research suggests a positive relationship between ethical leaders and team performance. According to Lin et al (2019), ethical leadership can enhance team performance indirectly through leader-member exchange and capitalisation. Liu et al (2019) found that ethical leadership is positively linked to team performance through a team development competition, while the findings of Peng and Lin (2017) reveal that ethical leadership is positively related to group in-role performance.…”

Section: Influence Of Ethical Leadershipmentioning

confidence: 99%

“…Recently, researchers have focussed on ethical leadership because this behaviour is instrumental in the effective functioning of organisations and also influences employee attitudes, behaviour and performance (Wadei et al, 2020;Lin et al, 2019;Liu et al, 2019;Sosik et al, 2019;Bavik et al, 2018;Walumbwa et al, 2017;Huang and Paterson, 2017). Ethical leadership refers to the presentation and encouragement of normatively appropriate behaviour (Brown et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

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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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Section: Theoretical Implicationssupporting

confidence: 87%

Section: Influence Of Ethical Leadershipmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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

Chamtitigul

2021

TPM

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“…Treviño et al (2000) and Brown et al (2005) stated that ethical leadership has two dimensions: (1) a moral personal factor, which includes integrity, fairness, concern for others and trustworthiness and (2) a moral manager factor, which includes role modelling ethical conduct, punishing, communicating and rewarding, and determining ethical standards. Mayer et al (2009) and Lin et al (2019) have therefore stated that the focus of a moral manager is more on transactional efforts that affect the ethical behaviour of employees. Khuntia and Suar (2004) posit that motivating and empowering subordinates should be vital features of ethical leadership.…”

Section: Ethical Leadership and Ethical Behaviourmentioning

confidence: 99%

Linking ethical leadership and ethical climate to employees' ethical behavior: the moderating role of person–organization fit

et al. 2020

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PurposeWith the growing demand for ethical standards in the prevailing business environment, ethical leadership has been under increasingly more focus. Based on the social exchange theory and social learning theory, this study scrutinized the impact of ethical leadership on the presentation of ethical conduct by employees through the ethical climate. Notably, this study scrutinised the moderating function of the person-organisation fit (P-O fit) in relation of ethical climate and the ethical conduct of employees.Design/methodology/approachTo evaluate the research hypotheses, two-wave data were collected from 295 individuals who are currently employed in various Iraqi organizations (i.e. manufacturing, medical and insurance industries).FindingsIn line with the hypotheses, the outcomes from a sample of 295 workers working in different Iraqi entities exhibited a positive relation between the ethical behaviour of leaders and the ethical conduct of employees in the ethical climate. Moreover, it was observed that the P-O fit of employees moderated the relationship between ethical climate and the ethical conduct of employees such that the relationship was more robust for those with a high P-O fit in comparison to those with a low P-O fit.Research limitations/implicationsThe primary limitation of this study is in the data, which was obtained from a single source. Although the study conducted two surveys and utilised a mediation and moderation variables model that was less likely to be influenced by common method bias (CMB) (Podsakoff et al., 2012), one cannot completely rule out CMB. Apart from the potential effects of the CMB, the consistency of the empirical findings could have also been compromised since self-reported data were utilised in measuring ethical behaviour, which can be a very complex and sensitive issue. For this reason, the social desirability response bias cannot be ruled out completely. When possible, future studies must gather data from multiple sources. Furthermore, supervisors must evaluate the ethical behaviour of employees. Another limitation was that the findings of this study were based on a sample in a Middle Eastern cultural context such as in Iraq. Perhaps, the particular cultural features of this context, which encompassed, among other things, a strong adherence to religious values (Moaddel, 2010), could have influenced the findings of this study. It is true that the effects of differences (P–O fit) are highly likely to replicate across cultural contexts (Triandis et al., 1988). However, it can be seen that further studies are needed to evaluate the context-sensitivity of these findings (Whetten, 2009) by analysing other cultures, where the importance of religiosity is on the decline (i.e. in Western countries, Ribberink et al., 2018) or where the cultural features are very much different from those that apply to Iraq. Lastly, other external factors were not taken into account by this study as it tried to explain ethical behaviour. Ethics is a highly complex subject and is influenced by numerous variables at the organisational, individual and external environment levels. Thus, caution must be observed when making inferences from the present study which, to a certain degree, offered a simplified version of ethical behaviour by concentrating on a few variables such as the Arab culture's traditional ideology, which dominates even science (Abu Khalil, 1992). In addition, there are the political conflicts in the Middle Eastern cultural context such as what is happening in Iraq (Harff, 2018). Thus, it is important to include such aspects in future researches.Practical implicationsIn terms of management, the findings send a clear signal to those in the upper echelon that, without ignoring the issue of ethics in organizations, employees are a critical aspect to be taken into account to encourage ethical behaviour at the workplace. This study has important practical implications. First, this study determined that ethical leadership (here, of the supervisors) positively influences the behaviour of subordinates (refers to the supervisors here); this in turn further improves the ethical behaviour of employees. It is vital that managers or supervisors are motivated to practice ethical leadership because they directly influence the employees. It has been suggested that top managers, especially chief executive officers, have the ability to shape the ethical climate, which also influences the ethical behaviour of employees further. This study offered several feasible ways that managers can apply to achieve that. In particular, top managers may utilise the ethical climate as a way of communicating the ethical values that they have to their subordinates, thereby serving as a motivation for the subordinates to adopt an ethical behaviour. It was also suggested by this study that ethical climate and the P–O fit may, to some degree, substitute each other as they influence the ethical behaviour of employees. Therefore, firms that were identified to have a low level of ethical standards, practices, and policies, at least from the employees' perspective, are better poised to conduct ethical issues in order to construct the ethical behaviour of their subordinates. More importantly, it is highly essential that the value congruence between an organization and its followers be considered.Social implicationsThis study highlighted the notion of ethics and how it’s essential for society. Ethics refer to the norms, standards, and values that direct the behavior of an individual. Ethical behaviour is vital in society because we need to be treated with respect as human beings.Originality/valueThis study responds to recent calls for more research to identify factors which may strengthen or mitigate the influence ethical behavior in the workplace such as ethical leadership, ethical climate and Person–Organization.

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“…Previous research on ethical leadership has examined its effects on various organizational outcomes, such as employee performance (Ahn et al, 2018;Lin et al, 2019;Walumbwa, et al, 2011;Zhu et al, 2015), organizational citizenship behavior (Gerpott et al, 2019;Mo and Shi, 2017), employee misconduct (Mayer, et al, 2010) and workplace bullying (Stouten, et al, 2010). However, little research has explored the theoretical relationship between ethical leadership and organizational cynicism.…”

Section: Introductionmentioning

confidence: 99%

Ethical leadership and organizational cynicism: the mediating role of leader-member exchange and organizational identification

Qian

Jian

2020

CCIJ

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PurposeThis study aims to construct and empirically test a theoretical model of a mediated relationship between ethical leadership and organizational cynicism.Design/methodology/approachFrom a communication perspective, this study examines the underlying mechanism of the association between ethical leadership and organizational cynicism. A cross-sectional survey was sent to participants in different occupations. Path analysis was used to test the overall model fit.FindingsThe results indicate that ethical leadership has both a direct and indirect effect on organizational cynicism through the mediating role of leader-member exchange (LMX) and organizational identification. However, a surprising finding is that the mediating mechanisms of LMX and organizational identification are not in a parallel structure, but in a serial pattern. That is, the mediating role of LMX is further mediated by organizational identification.Originality/valueThis study contributes to the literature in several aspects. First, the study sheds light on leadership as an important source of organizational cynicism. In particular, the theoretical model presents pathways that show how the predictive effects of ethical leadership on organizational cynicism are mediated through leader-member relationships and organizational identification. Second, the theoretical analysis on the mediating process highlights the role of communication in facilitating the influence of leadership and constructing organizational identification. Third, the mediating model offers concrete guidance for organizations in their attempt to mitigate organizational cynicism.

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Modeling team performance from the perspective of politics and ethical leadership

Cited by 9 publications

References 135 publications

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

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

Linking ethical leadership and ethical climate to employees' ethical behavior: the moderating role of person–organization fit

Ethical leadership and organizational cynicism: the mediating role of leader-member exchange and organizational identification

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