This article addresses the impact of leader psychological need satisfaction on employees. We draw on the self-determination theory and leader-member exchange theory to investigate if and how leader psychological need satisfaction trickles down to employee psychological need satisfaction. Adopting a multi-actor, multilevel design, results from 1036 leader–employee dyads indicate that employee-rated LMX mediates the trickle-down effect of leader psychological need satisfaction. Additional analyses of leader psychological needs show that leader competence is the main psychological need that underlying this relationship. We (...) also found an unexpected negative association between leader autonomy need satisfaction and employee competence need satisfaction. Overall, this study shows the importance of both leaders’ psychological need satisfaction and employee perceptions of the relationship quality for employee psychological need satisfaction. (shrink)

Customer bullying is a common phenomenon, causing short-term emotional distress or having long-term psychological impact on frontline employees of service enterprises, yielding either direct or indirect losses to service enterprises. While existing research has focused on the emotional and psychological impact of customer bullying on employees, little attention has been directed at the impact of customer bullying on negative employee behavior and internal mechanisms. In view of this, this paper draws on conservation of resources theory and discusses how and when (...) customer bullying can lead to unethical behaviors. Furthermore, the mediating role of job insecurity and the moderating effect of organizational identification are analyzed. In study 1, 181 valid questionnaire data were collected at two time points, and regression data analysis was used to explore the effect of customer bullying on unethical behaviors through job insecurity. In study 2, 212 employees were recruited to investigate the moderating effect of organizational identification between customer bullying and unethical behaviors through a scenario experimental study. The results reveal that customer bullying is positively related to employees’ job insecurity and unethical behaviors. Job insecurity partially mediates the positive relationship between customer bullying and unethical behaviors. Further, the regression analysis results indicate that the direct effect of customer bullying on unethical behaviors is moderated by organizational identification. This study provides theoretical guidance for entrepreneurs to reduce both employee job insecurity and unethical behavior. (shrink)

What makes people behave ethically continues to be at the forefront of business ethics research. The stylistic makeup of the decision-maker has been suspected to influence individual ethical behavior; however, this body of research accounts only for a handful of studies. This paper investigates the influence of decision-making styles as an individual difference on unethical behavior, independently from other personal characteristics. Covering a sample of 230 managers, we utilize the preeminent measures of these two constructs in a self-report survey. Our (...) results suggest that the decision-making styles of managers do influence their ethical behavior. Whereas managers with a dominant rational or spontaneous style behave ethically, having a more intuitive or avoidant makes them behave less ethically. The results also reveal that with higher levels of education, managers become more unethical. This research conveys important implications for management practice, education, and training. (shrink)

The complexity of today’s organizational environment increasingly requires leaders to think in a dynamic and flexible way to resolve contradictory issues. This study explored and compared the effects of servant leadership and authoritarian leadership on employees’ work behavior from the perspectives of ambidextrous leadership theory and social exchange theory, and further examined the mediating role of psychological empowerment. In this study, 315 employees from state-owned communication companies in Shandong and Zhejiang Provinces in China were selected as subjects, and path analysis (...) was used to test the hypotheses. The results showed that servant leadership positively predicted organizational citizenship behavior and task performance. While authoritarian leadership negatively predicted organizational citizenship behavior and positively predicted task performance, psychological empowerment mediated the relationship between the two leadership styles and organizational citizenship behavior and task performance. Moreover, psychological empowerment and organizational citizenship behavior played a multiple mediating role between the two leadership styles and task performance. The theoretical implications of these findings for advancing the ambidextrous leadership theory in Chinese organizational contexts and practical approaches for corporate managers to effectively use ambidextrous leadership style were discussed. (shrink)