Say no to wrongdoing: the serial mediation model of responsible leadership and whistleblowing intentions

Akhtar, Muhammad Waheed; Javed, Muzhar; Syed, Fauzia; Aslam, Muhammad Kashif; Hussain, Khalid

doi:10.1108/ijm-02-2020-0070

Cited by 33 publications

(44 citation statements)

References 55 publications

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“…Moreover, the present study supports the notion that not all consumers react equally to the firm’s immoral acts such as similarity to competitor’s offer ( Kucuk, 2019a ; Gray et al, 2017 ; Akhtar et al, 2020a ). Based on the available literature and to the best of our knowledge, narcissistic personality has not been investigated between similarity to competitor’s offer, brand hate, and brand equity together.…”

Section: Discussionsupporting

confidence: 87%

Exploring Brand Hate and the Association Between Similar Competitor Offer and Brand Equity: A Moderated-Mediation Model

et al. 2021

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Using the assumptions of Sternberg (2003) Duplex Theory of Hate, the present study reveals the combined effects of similar competitor offer and narcissistic personality on brand equity through the underlying mechanism of brand hate. Specifically, we hypothesize that brand hate mediates the relationship between similar competitor offer and brand equity. Moreover, we propose that similar competitor offer and brand hate relationship are stronger for narcissistic individuals. By employing a multi-wave time-lagged research design, we collected data from a sample of (N = 338) dairy product consumers in Pakistan. The findings of moderated-mediation regression analyses indicate that (a) Brand hate mediates the relationship between similar competitor offer and brand equity; and (b) Narcissistic personality moderates a similar competitor offer and brand hate relationship such that a high similar competitor offer led to greater brand hate when narcissism was high. Furthermore, conditional indirect effects reveal that brand hate mediates the relationship between similar competitor offer and brand equity only with individuals exhibiting narcissistic personality traits. The current study offers great insights to managers that by managing similar competitor offer, they can manage the development of brand hate, which can subsequently effect brand equity. Moreover, by profiling customers on the basis of their personalities, marketing managers can effectively invest only in customers with positive tendencies. The current study is unique in that it highlights new avenues in existing research by extending the nascent domain of brand hate in consumer–brand relationships.

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Section: Discussionsupporting

confidence: 87%

Exploring Brand Hate and the Association Between Similar Competitor Offer and Brand Equity: A Moderated-Mediation Model

et al. 2021

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“…They argue that a responsible leader has a charismatic personality, and he weaves a web of inclusion through engaging multiple stakeholders across the business world. According to Hofstede's parameters, Pakistan is a collectivistic society which strongly believes in developing and sustaining relationships (Akhtar et al, 2020a, b, Akhtar et al, 2020a. A collectivist society fosters strong relationships and this cultural aspect helps RL in enhancing social capital.…”

Section: Discussionmentioning

confidence: 99%

“Being true to oneself”: the interplay of responsible leadership and authenticity on multi-level outcomes

Javed

Akhtar

Hussain

et al. 2021

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PurposeDrawing on stakeholder theory, this study examines the relationship between responsible leadership and its macro-, meso- and micro-level outcomes. Further, this study investigates the moderating role of authenticity on the relationship between responsible leadership and its multi-level effects, i.e. relational social capital, corporate social performance and community citizenship behaviour among employees.Design/methodology/approachThe authors conducted four field studies using the quantitative methodology to test the hypotheses. In study 1 (N = 236), by adopting a multi-wave and multi-source research design, the authors examine the relationship between responsible leadership, authenticity and relational social capital. In study 2 (N = 203), by adopting a multi-wave research design, the authors examine the relationship between responsible leadership, authenticity and corporate social performance. In study 3 (N = 203), by adopting a multi-wave and multi-source research design, the authors examine the relationship between responsible leadership, authenticity and employees' community citizenship behaviour. In study 4 (N = 257), by adopting a multi-wave and multi-source research design, the authors capture the impact of responsible leadership on outcomes (social capital, corporate social performance and community citizenship behaviour) with a boundary condition of authenticity.FindingsThe authors find that responsible leadership enhances relational social capital, improves a firm's social performance and develops community citizenship behaviour among employees. Further, the study finds that authenticity positively moderates the relationship between responsible leadership and its multi-level outcomes.Originality/valueFirst, it is a maiden study to investigate the multi-level outcomes of RL in a series of three empirical studies. Second, it contributes to RL literature by testing a unique moderating role of authenticity between RL and its multi-level outcomes of relational social capital, corporate social performance and employees' community citizenship behaviour. This study also provides empirical evidence for the multi-level implications of stakeholder theory.

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“…Several responsible employee behaviours directed towards (meso-and) macro-level factors such as the natural environment [82,83,90,91,99], and towards external stakeholders [57,74] have positive associations with RL. The same goes for responsibility principles such as moral courage and whistle blowing intentions [79], implying that responsible leaders influence responsible employee intentions and behaviour. Furthermore, RL and different kinds of employee unethical behaviour [78,81] showed negative relationships, supporting the findings of RL and its positive influence on responsible employee behaviour.…”

Section: Micro-levelmentioning

confidence: 95%

“…Several studies applied social psychological frameworks such as social exchange theory [70], social identity theory (SIT) [91,99,100], social identity theory of leadership (SITL) [64] and social cognitive theory [81], which all put an emphasis on social mechanisms between individuals or between members in groups. Role theory was applied in a few of the studies [67,79], much in line with the conceptualization of the roles model of responsible leadership [18], where the responsible leader has different roles to play according to different contexts.…”

Section: Theoretical Framework In Selected Studiesmentioning

confidence: 99%

“…Quite a few studies explored the mediating effects between RL and micro-level outcomes. Several mediators comprised certain kinds of recognition between (employee-) self and leader or organization, such as value congruence between employees and leaders at different levels [81], leader identification [90], organizational identification [67,80], and person-organization fit [79]. This suggests that the performance of RL resonates more with employees who share values with their organization and supervisor, or in other manners identify with the responsibility of RL.…”

Section: Micro-levelmentioning

confidence: 99%

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Responsibility beyond the Board Room? A Systematic Review of Responsible Leadership: Operationalizations, Antecedents and Outcomes

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For more than two decades, researchers have aimed to measure responsible leadership. This has resulted in several survey instruments and parallel streams of research, making it difficult to carve out the core. We systematically review 28 studies measuring responsible leadership (RL). A qualitative content analysis of RL survey instruments is conducted to identify the core aspects across measures, as well as synthesizing the evidence, mapping antecedents, and mapping the outcomes of RL. Findings show that 24 studies in the sample were published during the last two years, indicating a growth spurt in the field. Most survey instruments on RL measure leadership of the individual direct leader, while a few have a wider focus, such as leadership of the organization. Four themes were identified across RL survey instruments: accountable role model, inclusive facilitator, inventive planner and benevolent value creator. Our review contributes to the establishment of a joint platform for future research. In addition to providing a systematic account of evidence, our analysis points at research gaps and gives a basis for a critical discussion on nature as a stakeholder. Avenues for future research are outlined.

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Say no to wrongdoing: the serial mediation model of responsible leadership and whistleblowing intentions

Cited by 33 publications

References 55 publications

Exploring Brand Hate and the Association Between Similar Competitor Offer and Brand Equity: A Moderated-Mediation Model

Exploring Brand Hate and the Association Between Similar Competitor Offer and Brand Equity: A Moderated-Mediation Model

“Being true to oneself”: the interplay of responsible leadership and authenticity on multi-level outcomes

Responsibility beyond the Board Room? A Systematic Review of Responsible Leadership: Operationalizations, Antecedents and Outcomes

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