This study via the sensemaking perspective examines whether spiritual leadership can influence employee workplace spirituality and employee corporate social responsibility (CSR) participation. We also examine the joint effects of spiritual leadership and employee Machiavellianism on employee workplace spirituality. Using a sample of 556 employees from four commercial banks in China, analyses demonstrate that employee workplace spirituality mediates the relationship between spiritual leadership and employee CSR participation and that the indirect effect of spiritual leadership on employee CSR participation is dependent on (...) the level of employee Machiavellianism. These results shed light on how and why spiritual leadership and employee Machiavellianism influence employee workplace spirituality and employee CSR participation. The theoretical and practical implications of these finding are discussed along with directions for future research. (shrink)

Drawing on the Huainanzi (The Master of Huainan), this article delineates an ancient Chinese understanding of distributed leadership. Accordingly, distributed leadership advocates the distribution of task that combines responsibility and authority; and the harmonious co-existence of the empowerment of others and positional authority. The distribution of responsibility and authority is undertaken by an exemplary leader who inspires others through one’s moral character and influence. Furthermore, distributed leadership infuses responsibility with positional, social and moral authority; harmonises the personal and interpersonal qualities (...) of leaders; and reinforces rational persuasion with role-modelling by the leaders. The notion of distributed leadership that is informed by the Huainanzi contributes to the existing literature by addressing a prominent challenge and a prevailing misconception concerning this leadership construct. In addition, the proposed account guides leaders to revamp organisational structure, implement staff deployment policies and lead on the basis of fairness and moral leadership. (shrink)

Research suggests that ethical leadership influences employees’ behavior and organizational functioning. Thus, the purpose of this study is to investigate the role of ethical leadership in the improvement of employees’ innovative performance. Specifically, this research developed and tested a framework about the intermediating mechanism of social capital in the relationship between ethical leadership and employees’ innovative performance. The current study integrated assumptions of social learning and social exchange theories, which postulate that the leadership has a direct effect on the employees’ (...) conduct, principally through role modeling and the reciprocal landscape. Data were collected through in-person administered questionnaire-based survey from 297 employees working in the manufacturing sectors of Pakistan. The conceptual model of our research was analyzed applying Structural Equation Modeling (SEM). The results exhibited that the ethical leadership plays an important role in fostering employees’ innovative performance. The present study also found that social capital plays an intermediating role between the ethical leadership and employees’ innovative performance relationship. The current study contributed to the leadership and innovation literature and provided insights in examining the ethical leadership-employees’ innovative performance relationship through the intermediating mechanism of social capital. (shrink)

Extant studies of corporate hypocrisy have largely overlooked its implications for employees until recently. Drawing upon social information processing theory, we theorize the impact of corporate hypocrisy on employee silence—an employee behavior potentially detrimental to both organizations and society, as well as the underlying mediating and moderating mechanisms. We empirically tested our hypotheses with two studies. In Study 1, we found that corporate hypocrisy was positively related to employee silence through both employee cognitive trust and employee prosocial motivation. In Study (...) 2, we revealed that consumer pressure weakened the mediating roles of employee cognitive trust and prosocial motivation, while regulatory pressure strengthened these roles. Overall, this study sheds light on whether, how, and when employees remain silent when they perceive corporate hypocrisy. Implications for theory and practice are discussed. (shrink)

In 2016 the Chinese government initiated a nationwide campaign aiming to eliminate poverty in China by 2020. Over 20% of listed firms in China have made significant contributions to the campaign. Using hand-collected data on listed firms’ contributions to the campaign and multivariate analyses, we examine whether managers’ and politicians’ personal incentives play an important role in firms’ contributions to the campaign. The results show that firms are more likely to contribute if they are state-owned and managers are appointed by (...) governments, if managers have a higher risk of being targeted in a concurrent anti-corruption campaign, if the political leaders in their province are new or intend to seek promotion, and if managers or directors have experienced poverty in their early life. The results suggest that it is important to consider managers’ and politicians’ personal incentives in CSR activities that could have a grand social impact. (shrink)

There is growing evidence to suggest that employees’ perceptions of their employer’s corporate social responsibility (CSR) positively influences their attitude and behavior. An increasing number of scholars have called for further explorations of the microfoundations of CSR. To that end, this study takes the conservation of resources perspective to examine relationships and the perception of CSR by employees, considering areas such as thriving at work, task significance, and employees taking charge. By analyzing 444 questionnaires completed by employees in China and (...) using the conditional process analysis to test a hypothesis, results showed that the association between employees’ CSR perception and taking charge is significantly and positively correlated, with thriving at work mediating the connection. We also found that task significance negatively moderates the mediating effect between CSR and taking charge, such that the lower the level of task significance of a job, the more positive the effect of CSR on taking charge via thriving at work. These findings have theoretical implications for micro-level CSR research and managerial implications for entrepreneurs. (shrink)