The Moderated Influence of Ethical Leadership, Via Meaningful Work, on Followers’ Engagement, Organizational Identification, and Envy

Demirtaş, Özgür; Hannah, Sean T.; Gok, Kubilay; Arslan, Aykut; Çapar, Nejat

doi:10.1007/s10551-015-2907-7

Cited by 177 publications

(181 citation statements)

References 105 publications

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“…Studies have shown that the perception of meaningful work is negatively related to intention to leave (Fouché et al, 2017;Janik & Rothmann, 2015), and positively related to employees' creativity (Akgunduz et al, 2018), job performance (Frieder et al, 2018;Kosfeld et al, 2017;Fouché et al, 2017;Chadi et al, 2016) and job satisfaction (Duffy, Autin & Bott, 2015). An employee's perception of a job as meaningful has also been shown to be (directly or indirectly) positively related to how engaged he or she feels in the job (Van Wingerden, Van der Stoep & Poell, 2018;Van Wingerden & Van der Stoep, 2017;Demirtas et al, 2017;Bailey et al, 2017a;Fouché et al, 2017;Jung & Yoon, 2016;Hoole & Bonnema, 2015;Geldenhuys, Laba & Venter, 2014;May, Gilson, & Harter, 2004) and to their happiness (Van Wingerden & Van der Stoep, 2017).…”

Section: Value Fit and Meaningful Workmentioning

confidence: 99%

The Role of Person-Organization Value Fit in Employees’ Experience of Meaningful Work, Use of Strengths and Work Engagement

Wingerden¹,

Berger

2018

BMS

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Research in the field of management, in particular human resource management (HRM), increasingly highlights the importance of person-organization value fit. Adding to this growing body of research, this study examines the complex relation between person-organization value fit, employees’ perceptions of work, employees’ behavior at work and their well-being. More precisely, we hypothesize that person-organization value fit has a positive relationship with employees’ work engagement (well-being) via both the experience of meaningful work (perceptions) and the use of their strengths at work (behavior). We conducted a structural equation modeling on a sample of 1050 employees working in various occupations, organizations, and industries in The Netherlands. The results provided support for the proposed model, indicating an important role for person-organization value fit in the on-going pursuit of meaningful work and well-being at work. The insights provided in this study do not only contribute theoretically; they are also helpful for managers and HR professionals in optimizing human resource management policies and practices.

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Section: Value Fit and Meaningful Workmentioning

confidence: 99%

The Role of Person-Organization Value Fit in Employees’ Experience of Meaningful Work, Use of Strengths and Work Engagement

Wingerden¹,

Berger

2018

BMS

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“…Ethical climate is a type of organizational climate which represents the organizational normative systems, policies, and procedures in regards to how ethical issues are resolved (Victor & Cullen, 1988). Ethical climate acts as a guide when handling and making decisions about ethical dilemmas, and it positively affects numerous workplace outcomes (Demirtas, Hannah, Gok, Arslan, & Capar, 2017;Jamali, Lund-Thomsen, & Khara, 2017;Martin & Cullen, 2006;Newman et al, 2017;Shin, Sung, Choi, & Kim, 2015). Understanding the antecedents of ethical climate is crucial for individual and organizational effectiveness.…”

Section: Pl and Ethical Climatementioning

confidence: 99%

Angels and devils?: How do benevolent and authoritarian leaders differ in shaping ethical climate via justice perceptions across cultures?

Gumusluoğlu

Karakitapoğlu‐Aygün

2019

Business Ethics: A Eur Rev

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The current study examines the effects of two major dimensions of Paternalistic Leadership (PL), authoritarian and benevolent leadership, on the perceived workplace ethical climate in different cultural contexts. Based on social influence and organizational justice theories, we illuminate the processes underlying the effects of these leadership styles on ethical climate by proposing perceived procedural and interactional justice as potential mediators. We also test how these mediating effects vary in three different countries: Taiwan, Turkey, and the United States. Based on a sample of 674 Taiwanese, 409 Turkish, and 479 American employees, we identified several interesting mediation and moderation results on leadership‐justice‐ethical climate paths. To our surprise, while procedural justice was an important mechanism linking benevolent leadership and ethical climate in all three countries, it mediated the relationship between authoritarian leadership and ethical climate only in Turkey. However, interactional justice was found to be a significant mediating mechanism only in the United States and for both authoritarian and benevolent leadership. In addition, cultural context moderated the PL‐justice link such that the strongest positive benevolent leadership and interactional justice relationship, as well as the strongest negative association between authoritarian leadership and both types of justice, were observed in Turkey.

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“…Kim, & Brymer, 2011;Lindblom et al, 2015;Neubert et al, 2009), fit e identificação com a organização (e.g. DeConinck, 2015;Demirtas, Hannah, Gok, Arslan, & Capar, 2015) e relação casa-trabalho (e.g. Liao, Liu, Kwan, & Li, 2104).…”

Section: Efeitos Da Liderança éTicaunclassified

Escala de Liderança Ética no Trabalho: Evidências de validade da versão brasileira

Almeida¹,

Hartog²,

Porto³

2018

Rev. Psicol., Organ.Trab.

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bResumo O tema da ética nas organizações tem ganhado relevo recentemente. O objetivo deste trabalho foi realizar a adaptação da Escala de Liderança Ética no Trabalho (Kalshoven, Den Hartog, & De Hoogh, 2011). O primeiro estudo apresenta escala traduzida e o teste exploratório da estrutura fatorial com uma amostra de 222 profissionais. Apesar de apresentar 7 fatores (AFE), a estrutura encontrada não correspondente ao modelo original. No estudo 2 (amostra de 3804 profissionais), o ajuste do modelo com estrutura fatorial original da escala foi testado (AFC) e apresentou melhor ajuste que os demais. Para mensurar a validade de construto, a relação da liderança ética com a satisfação com o líder e a supervisão abusiva foi testada. O padrão de relação esperado foi confirmado, sendo encontrada relação positiva com satisfação e negativa com supervisão abusiva. Juntos, os resultados sugerem que a ELET apresenta evidências de validade de construto e boas propriedades psicométricas. Ethical Leadership at Work Scale: validity evidence for the Brazilian version AbstractEthical issues have been a growing concern to organizations. The main goal of this study was to develop a Brazilian version of the Ethical Leadership at Work Scale (Kalshoven, Den Hartog, & De Hoogh, 2011). The first study presents the translated measure and an exploratory study of the factor structure with a sample of 222 employees. Even though the best solution had 7 factors (EFA), the solution found did not correspond to the originally proposed one. In study 2 (sample of 3,804 employees), the goodness of fit of the original factor structure was assessed (CFA). The originally proposed model presented the best fit. In order to assess construct validity, the relationship of ethical leadership with satisfaction with the leader and abusive supervision was measured. Findings confirmed the hypothesized positive relation with satisfaction with the leader and a negative one with abusive supervision. Overall, findings suggest the scale presents good psychometric properties and construct validity. Escala de liderazgo ético en el trabajo: evidencias de validez de la versión brasileñaResumen El tema de la ética en las organizaciones ha ganado recientemente relevancia. El objetivo de ese trabajo fue realizar la adaptación de la Escala de Liderazgo Ético en el Trabajo (Kalshoven, Den Hartog, & De Hoogh, 2011). El primer estudio presenta el test exploratorio de la estructura factorial a partir de una muestra de 222 profesionales. A pesar de presentar 7 factores (AFE), la estructura hallada no corresponde al modelo original. En el estudio 2 (muestra de 3804 profesionales), el ajuste del modelo con la estructura factorial original de la escala fue probado (AFC) y presentó un mejor ajuste en comparación con otros modelos probados. Para medir la validez de constructo, la relación del liderazgo ético con la satisfacción con el líder y la supervisión abusiva fueron probadas. El patrón de relación esperado fue confirmado al encontrarse relación positiva con respecto a la satisfac...

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The Moderated Influence of Ethical Leadership, Via Meaningful Work, on Followers’ Engagement, Organizational Identification, and Envy

Cited by 177 publications

References 105 publications

The Role of Person-Organization Value Fit in Employees’ Experience of Meaningful Work, Use of Strengths and Work Engagement

The Role of Person-Organization Value Fit in Employees’ Experience of Meaningful Work, Use of Strengths and Work Engagement

Angels and devils?: How do benevolent and authoritarian leaders differ in shaping ethical climate via justice perceptions across cultures?

Escala de Liderança Ética no Trabalho: Evidências de validade da versão brasileira

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