The Impact of Ethical Leadership on Employees’ In‐Role Performance: The Mediating Effect of Employees’ Psychological Ownership

Park, Cho Hyun; Kim, Woocheol; Song, Ji Hoon

doi:10.1002/hrdq.21217

Cited by 44 publications

(40 citation statements)

References 67 publications

(103 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Results of this study reinforce the importance of creating a culture of ethical leadership in organizations. Leadership research supports the ethical role that reflective leadership can play in solving and reducing issues in the workplace (Castelli, 2012(Castelli, , 2016Looman, 2003, Park, Kim, & Song, 2015. Consistent with values-based leadership, reflective leadership practices can help employees understand the role they play in the organization's goal attainment.…”

Section: Implications For Practice and Recommendationsmentioning

confidence: 98%

Accountability and Moral Competence Promote Ethical Leadership

Ghanem¹,

Castelli²

2019

JVBL

View full text Add to dashboard Cite

Accountability and moral competence are two factors that may have a positive effect on ethical leadership in organizations. This study utilized a survey methodology to investigate the relationship among accountability, moral competence, and ethical leadership in a sample of 103 leaders from a variety of industries and different countries. Accountability was found to be a significant positive predictor of ethical leadership. Moral competence was also found to moderate this relationship such that increases in moral competence enhanced the positive effects of accountability on ethical leadership. The results of the study suggest that organizations can increase ethical leadership throughout the company via accountability (especially selfaccountability) and moral competence by training their leaders to use self-monitoring behaviors and increasing moral education.

show abstract

Section: Implications For Practice and Recommendationsmentioning

confidence: 98%

Accountability and Moral Competence Promote Ethical Leadership

Ghanem¹,

Castelli²

2019

JVBL

View full text Add to dashboard Cite

show abstract

“…Obtaining responses from individuals, rather than from groups, may result in bias and an incorrect reflection of the leadership style (e.g. Gordon et al 2014;Park, Kim, and Song 2015). The multilevel perspective allows multiple participants within the same group to rate their leader's leadership style, thus making the ratings more objective and presenting a more accurate reflection of the leadership style (Kristof-Brown et al 2014).…”

Section: Strengths Limitations and Future Directionsmentioning

confidence: 99%

Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention

Lee

Idris

Tuckey

2018

Human Resource Development International

143

111

View full text Add to dashboard Cite

Human resource development (HRD) is key to organizational success. With some HRD roles devolving to leaders in recent years, a gap in understanding is now evident in how leaders' leadership styles shape development-oriented behaviours that may effectively assist them in fulfilling their HRD roles, and the corresponding effects that this has on employee work engagement and turnover intention. This study compared the effects of transformational and transactional leadership styles on employee attitudes (i.e. work engagement and turnover intention) through leaders' behaviours (i.e. supervisory coaching and performance feedback). This study used a multilevel approach (i.e. matching leaders to multiple subordinates) with 500 employees, nested in 65 workgroups from private organizations in Malaysia. As hypothesized, we found a link between transformational (but not transactional) leadership and higher levels of supervisory coaching and performance feedback, and that these job resources mediate the relationship between transformational leadership and work engagement. Furthermore, we found that work engagement mediates the relationships of both supervisory coaching and performance feedback to turnover intention. Overall, the study results reveal one way in which Asian leaders can effectively facilitate some aspects of HRD through development-focused behaviours which serve as job resources to boost work engagement and reduce turnover intention.

show abstract

“…Despite these conceptual linkages, which emerge again and again, few studies have explored the HRD value chain empirically. This is especially true when it comes to key, measurable organizational performance outcomes (Kim, Hahn, & Lee, 2015; Park & Jacobs, 2011; Park, Kim, & Song, 2015; Rasheed, Khan, Rasheed, & Munir, 2015). Of the few studies available, even fewer have used large or multilocation organizational samples (Carter & Youssef‐Morgan, 2019; Kontoghiorghes, Awbre, & Feurig, 2005).…”

Section: Introductionmentioning

confidence: 99%

“…Of the few studies available, even fewer have used large or multilocation organizational samples (Carter & Youssef‐Morgan, 2019; Kontoghiorghes, Awbre, & Feurig, 2005). Although leadership has been identified as a key factor in support for HRD‐oriented work cultures (Jeong, Hsiao, Song, Kim, & Bae, 2016; Park et al, 2015; Shuck, Alagaraja, Immekus, Cumberland, & Honeycutt‐Elliott, 2019), there has been little examination or agreement regarding the leadership characteristics that may be most effective—and far less in terms of empirical assessment.…”

Section: Introductionmentioning

confidence: 99%

“…Initial perspectives regarding the performance paradigm of HRD were primarily concerned with capital utilization (Harbison & Myers, 1964; Holton, 1999), which also viewed employees as human capital available to organizations. Over the last decade, a once one‐sided view of the paradigm has evolved in time to distinguish employees as the most important organizational asset (Park et al, 2015; van Rooij & Merkebu, 2015).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance

Akdere

Egan

2020

Human Resource Dev Quarterly

115

View full text Add to dashboard Cite

This large-scale study (n = 5,349) explores a long-standing, but rarely validated value chain. Since the inception of human resource development (HRD), the intersection between top organizational leadership, HRD, and organizational performance outcomes has been emphasized by scholars and practitioners. Leadership has been highlighted as the key catalyst both in encouraging employee learning and performance and in formulating an HRD supportive culture toward key organizational outcomes. However, there is a dearth of empirical studies that have focused on the intersection of leadership, HRD, and organizational performance, and virtually no studies have systematically investigated specific leadership practices, such as transformational leadership (TL). We explore the intersection between TL, HRD, and organizational performance by engaging 3,474 employees and 1,875 customers from 69 healthcare locations in the United States. Ideally, transformational leaders encourage followers to enrich their knowledge, skills, and abilities in order to increase individual and shared learning to advance organizational performance. A major organizational support function toward such employee development is HRD and its core domains-learning and performance. Those organizations fostering excellence in learning and performance have been identified as having strong organizational HRD cultures. The study reported herein supported

show abstract

The Impact of Ethical Leadership on Employees’ In‐Role Performance: The Mediating Effect of Employees’ Psychological Ownership

Cited by 44 publications

References 67 publications

Accountability and Moral Competence Promote Ethical Leadership

Accountability and Moral Competence Promote Ethical Leadership

Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention

Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance

Contact Info

Product

Resources

About