The Duty to Improve Oneself: How Duty Orientation Mediates the Relationship Between Ethical Leadership and Followers’ Feedback-Seeking and Feedback-Avoiding Behavior

“Too much of a good thing?”: exploring the dark side of empowering leadership by linking it with unethical pro-organizational behavior

“…In this sense, our work is an essential complement to the existing research on the antecedents of UPB and explains the negative side of empowering leadership. Second, given that duty orientation is a necessary consequence of leader behavior (Moss et al, 2019), by responding to Hannah et al's (2014) call to test the influence of leadership on (un)ethical behaviors through duty orientation, we build a deeper understanding of how duty orientation relates to leadership and ethics in the moral and organizational psychology literature. Finally, our study contributes to the limited research examining unethical behaviors because of social exchange.…”

Death Reflection and Employee Work Behavior in the COVID-19 New Normal Time: The Role of Duty Orientation and Work Orientation

“…Employees with high duty orientation tend to take care of issues in the team or organization according to their duties to the team members and the organization. Therefore, they may be more willing to behave in a manner that facilitates the team and organization in comparison with those who have a low-level duty orientation [18].…”

“…By strengthening these two prosocial motives to make meaningful dedication and contact, individuals may form a positive and dutiful mindset Yuan, Baranik [15] and perform higher levels of generative behaviors and, therefore, promoting the welfare of other people or groups [17]. Based on this, we proposed that within the domain of work, employees who have experienced death reflection are likely to form higher levels of duty orientation-an individual's volitional orientation to faithfully provide service and support for other group members, to strive for group tasks and missions, and to honor relevant norms and principles of the group [18]. In turn, such orientation may further influence employees' in-role and extra-role performance Eva, Newman [19], so that they may perform higher levels of in-role performance (IRP), which refers to regular in-role work behaviors that are undertaken to meet the job requirements, Williams and Anderson [20], as well as organizational citizenship behaviors (OCBs), which refers to discretionary extra-role work behaviors that are not part of the job description but promoting the efficient and effective functioning of the organization, aimed at individuals (OCBI) or the organization (OCBO) [21].…”

How Servant Leadership Sparks Feedback-Seeking Behavior: A Moderated Mediation Model

“…Servant Leadership and Feedback-Seeking Behavior Ashford and Cummings (1983) introduced the concept of feedback-seeking behavior (FSB) as "... [a] conscious devotion of effort toward determining the correctness and adequacy of behaviors for attaining valued end states." Researchers have found leadership styles are significantly correlated with followers' feedback-seeking behavior (e.g., Levy et al, 2002;Wang et al, 2016;Qian et al, 2017;Moss et al, 2020). Servant leadership is a desirable approach to leadership and have consistently demonstrated its ability to explain additional variance beyond other leadership styles in key outcomes, such as employee satisfaction, commitment, organizational citizenship behavior, in-role performance, and firm performance (Liden et al, 2008;Hoch et al, 2018;Sendjaya et al, 2019;Lee et al, 2020).…”

“…However, how managers can encourage employees’ feedback-seeking behavior remains further developed. A few recent studies of feedback-seeking attempted to demonstrate leaders’ impact on employees’ feedback-seeking, such as transformational leadership ( Levy et al, 2002 ; Wang et al, 2016 ), and ethical leadership ( Qian et al, 2017 ; Moss et al, 2020 ). Following this research line, we focus on a more moral and ethical style of leadership ( Lemoine et al, 2018 ), named servant leadership.…”