The Consequence of Unethical Leader Behavior to Employee Well-Being: Does Support from the Organization Mitigate or Exacerbate the Stress Experience?

Hetrick, Andrea L.; Mitchell, Marie S.; Villarosa‐Hurlocker, Margo C.; Sullivan, Taylor

doi:10.1080/08959285.2022.2123486

Cited by 8 publications

(10 citation statements)

References 90 publications

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“…Moreover, Watkins and Umphress (2020) found that supervisor unfair treatment depleted employees and motivated employees' undermining behavior against coworkers; however, employees' level of physical activity can offset the depletion and ultimately reduce their undermining of peers because physical activity aids in harnessing employee energy and creates resilience. Lastly, a study by Hetrick et al (2022) found that unethical leader behavior (measured generally and beyond interpersonally harmful actions) was found to impair employees' self-regulation as reflected in these employees' stewing negative affect, which then diminished these employees' well-being (viz. somatic complaints).…”

Section: Stress and Self-regulation Effectsmentioning

confidence: 99%

“…Lastly, a study by Hetrick et al. (2022) found that unethical leader behavior (measured generally and beyond interpersonally harmful actions) was found to impair employees’ self‐regulation as reflected in these employees’ stewing negative affect, which then diminished these employees’ well‐being (viz. somatic complaints).…”

Section: A Review Of the Literature On Unethical Leadershipmentioning

confidence: 99%

“…And, sometimes these scholars capture harm within mediators, such as employees’ experience of anger (Mitchell et al., 2018), threat perceptions (Mitchell et al., 2019), and negative reciprocity beliefs (Kamran et al., 2022). The literature has also provided evidence of harm reflected in various negative outcomes, such as employee depression (e.g., Tepper, 2000), diminished psychological and physical health (e.g., Hetrick et al., 2022; Tepper et al., 2015), problematic behavior such as drinking (e.g., Huo et al., 2012; Liu et al., 2009), employee counterproductive work behavior (e.g., Mawritz et al., 2012), work‐family conflict (e.g., Carlson et al., 2011), and even organizational financial loss (Detert et al., 2007). Here too, the challenge with an unethical leadership conceptualization is that unethical leadership is conflated across variables in a model and, at times, is reflected only after the fact in downstream outcomes, such as cheating behavior motivated by performance pressure (e.g., Mitchell et al., 2018).…”

Section: Taking Stock Of the Unethical Leadership Conceptualizationmentioning

confidence: 99%

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Unethical leadership: A review, analysis, and research agenda

Mitchell

Rivera

Treviño

2023

Personnel Psychology

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Leaders play a critical role in creating the ethics agenda in organizations. Their communications, decisions, and behaviors influence employees to act ethically or unethically to accomplish organizational goals. To be sure, various reviews within the behavioral ethics literature have highlighted the crucial role that ethical leadership plays in gearing organizations and employees ethically. Yet, numerous documented ethical failings in organizations have evidenced the impact of unethical leadership—where leaders’ unethical conduct or influence on employees promotes unethicality within organizations and generates harmful consequences. Therefore, understanding the darker side of leadership is important. The literature that has emerged in the organizational sciences on the study of unethical leadership, however, is fragmented, creating ambiguities and introducing potential confounds on what constitutes unethical leadership. We review this body of work, summarizing findings on the antecedents, explanatory mechanisms, and consequences of unethical leadership. We then provide an evaluation of the unethical leadership conceptualization, taking stock of previous conceptualizations, problems associated with past approaches, and offer considerations for a conceptualization to progress future scholarship. The goal is to engage scholarly conversation on how to evolve the unethical leadership domain without engaging in logical fallacy or post‐hoc rationalization. We offer practical implications for managers to address and minimize unethical leadership within their organizations and outline future research directions to advance our understanding of unethical leadership and its nomological network.

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Section: Stress and Self-regulation Effectsmentioning

confidence: 99%

Section: A Review Of the Literature On Unethical Leadershipmentioning

confidence: 99%

Section: Taking Stock Of the Unethical Leadership Conceptualizationmentioning

confidence: 99%

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Unethical leadership: A review, analysis, and research agenda

Mitchell

Rivera

Treviño

2023

Personnel Psychology

Self Cite

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“…If the relationship between the two parties is indecorous, employees will not take the time to detach themselves and join another employer given an opportunity (Dwesini, 2019). In that same vein, Hetrick et al (2022) highlighted that a leader's nefarious act is one of the prevailing reasons that propel employees to exit the organization. Displaying evil behavior by the leader may cause employees to think otherwise, hence exodus of employees will take place.…”

Section: Managerial Factorsmentioning

confidence: 99%

Antecedents, Consequences and Managerial Retention Strategies of Employee Turnover: A Case of Zimbabwe State Universities

V.¹,

N.²,

M.N.³

et al. 2023

British Journal of Management and Marketing Studies

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This paper analyzes the antecedents, consequences and retention strategies on employee turnover in State Universities. The study purposely sampled 30 employees from five state universities in Zimbabwe. The data were collected through the use of focus group interviews and each group consisted of six employees. Thematic analysis was employed to generate recurring themes from the interviews. The findings of the study show that the causes of employee exit were necessitated by several issues, such as poor career progression, lack of promotion, poor leadership strategies, location and poor working conditions. It was also revealed that staff exit causes work overload and high costs necessitated by recruitment and selection, and training of new employees. However, it was revealed that to mitigate against high employee turnover, top management must consider employing local people first if they qualify for the position. The study significantly contributes to academic researchers, HR practitioners and management because it highlights strategies that mitigate high employee turnover. Further to that, there is a dearth of research that explores strategies that reduce employee turnover in higher learning institutions, particularly in developing countries.

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“…However, high job stress can disrupt this equilibrium, leading to conflicts in their family life and relationships. Studies suggest that nurses experiencing job stress may find it challenging to devote time to their loved ones and engage in social activities outside of work (Adams & Turner, 2019;Hetrick, Mitchell, Villarosa-Hurlocker, & Sullivan, 2022). Adams and Turner (2019) conducted a study examining the impact of job stress on family life and relationships among nurses.…”

Section: Literature Reviewmentioning

confidence: 99%

Impacts of Job Stress on Nurses Social Life: A study of Work Performance

Bibi,

Khanum,

Mushtaq

et al. 2023

Pak. J. Humanit. Soc. Sci

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Nursing is a demanding and physically and emotionally challenging profession, and nurses are often exposed to high levels of job stress, which can have significant negative impacts on their physical and mental health, as well as their social life and work performance. This study aims to explore the impacts of job stress on the social life of nurses and how it affects their work performance in selected hospitals in Karachi. It is a cross-sectional study and data is collected from 100 nurses qualified with BS in Nursing and Diploma in General Nursing and Midwifery (DGNM) from SIUT, NICVD and Zia ud Din hospital by using a convenience sampling technique from October to December 2022. Results of the regression analysis show that the variable working long hours beta coefficient value of the regression table is .203 and the value of significance is 0.001; the variable work pressure beta coefficient value of the regression table is .213 and the value of significance is 0.001 and variable job stress beta coefficient value of regression table is .291 and value of significance is 0.000, which shows that these variables working long hours, work pressure and job stress has a significant impact on the nurses' social life and work performances. The study concluded that job stress and other associated factors hamper the work efficiency of nurses. Therefore, the present research study recommends that the management of the hospitals should ensure a stress-free environment at their workplace to create a better work-life balance for nurses to reduce stress levels and improve their overall well-being.

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The Consequence of Unethical Leader Behavior to Employee Well-Being: Does Support from the Organization Mitigate or Exacerbate the Stress Experience?

Cited by 8 publications

References 90 publications

Unethical leadership: A review, analysis, and research agenda

Unethical leadership: A review, analysis, and research agenda

Antecedents, Consequences and Managerial Retention Strategies of Employee Turnover: A Case of Zimbabwe State Universities

Impacts of Job Stress on Nurses Social Life: A study of Work Performance

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