According to social learning theory, we explored the relation between ethical leadership and knowledge hiding. We developed a moderated mediation model of the psychological safety linking ethical leadership and knowledge hiding. Surveying 436 employees in 78 teams, we found that ethical leadership was negatively related to knowledge hiding, and that this relation was mediated by psychological safety. We further found that the effect of ethical leadership on knowledge hiding was contingent on a mastery climate. Finally, theoretical and practical implications were (...) discussed for leadership and knowledge management. (shrink)

Scholarly interest in employees’ voluntary pro-environmental behavior has begun to emerge. While this research is beginning to shed light on the predictors of workplace pro-environmental behavior, our understanding of the psychological mechanisms linking the various antecedents to employees’ environmentally responsible behavior and the circumstances under which any such effects are enhanced and/or attenuated is incomplete. The current study seeks to fill this gap by examining: the effects of perceived corporate social responsibility on employees’ voluntary pro-environment behavior; an underlying mechanism that (...) links CSR perceptions to these behaviors; and a boundary condition to these relationships. Data from 183 supervisor-subordinate dyads employed in large- and medium-sized casinos and hotels in Guangdong China and Macau revealed that employees’ corporate social responsibility perceptions indirectly affect their engagement in voluntary pro-environmental behavior through organizational identification, and these effects are stronger for employees high in empathy. (shrink)

Focusing on the supervisor–trainee relationship, this research set out to examine the impact of ethical leadership on two indicators of work-related well-being: work engagement and emotional exhaustion. Furthermore, this study sought to examine the mediating role of trust in supervisor in these relationships. Survey data were collected at two different points in time from 216 trainee accountants drawn from a variety of organisations. Structural equation modelling was used to test the research hypotheses. Results showed that, as hypothesised, trust in supervisor (...) fully mediated the effects of ethical leadership on work engagement and emotional exhaustion, respectively. The theoretical and practical implications of this research are discussed. (shrink)

This study examined the relationship between CEO ethical leadership and corporate social responsibility by focusing on the mediating role of organizational ethical culture and the moderating role of managerial discretion. Based on a sample of 242 domestic Chinese firms, we found that CEO ethical leadership positively influences corporate social responsibility via organizational ethical culture. In addition, moderated path analysis indicated that CEO founder status strengthens while firm size weakens the direct effect of CEO ethical leadership on organizational ethical culture and (...) its indirect effect on corporate social responsibility. Theoretical and managerial implications of these results are discussed. (shrink)

This field study investigated the relationship between strategic human resource management, internal environmental concern, organizational citizenship behavior for the environment, and environmental performance. The originality of the present research was to link human resource management and environmental management in the Chinese context. Data consisted of 151 matched questionnaires from top management team members, chief executive officers, and frontline workers. The main results indicate that organizational citizenship behavior for the environment fully mediates the relationship between strategic human resource management and environmental (...) performance, and that internal environmental concern moderates the effect of strategic human resource management on organizational citizenship behavior for the environment. (shrink)

Perceived behavioral integrity involves the employee’s perception of the alignment of the manager’s words and deeds. This meta-analysis examined the relationship between perceived behavioral integrity of managers and the employee attitudes of job satisfaction, organizational commitment, satisfaction with the leader and affect toward the organization. Results indicate a strong positive relationship overall (average r = 0.48, p<0.01). With only 12 studies included, exploration of moderators was limited, but preliminary analysis suggested that the gender of the employees and the number of (...) levels between the employee and the manager are potential moderators of the relationship. In the current sample of studies, country where the research was conducted did not seem to have any moderating effects. In addition to suggesting further investigation of potential moderators, we call for research that examines the relationship between behavioral integrity and outcomes that include individual behavior and organizational performance. (shrink)

Current literature on ethical leadership and unethical leadership reflects a Western-based private sector perspective, pointing toward a compliance-oriented understanding of ethical and unethical leadership. As today’s executives increasingly have to ethically lead across different cultures and sectors, it becomes vitally important to develop a more holistic picture how ethical and unethical leadership is perceived in the Western and Eastern cultural cluster and the private and the public/social sector. Addressing this issue, the present study aims to identify cross-cultural and cross-sectoral commonalities (...) and differences in international executives’ perceptions of ethical and unethical leadership. Findings from in-depth interviews (N = 36) with executives from Western and Eastern cultures working in the private or the public/social sector reveal collectively held perceptions of ethical leadership (including leader honesty, integrity, concern for responsibility/sustainability, and people orientation) and of unethical leadership (referring to leader dishonesty, corruption, egocentrism, and manipulation). Results indicate limited support for a compliance-oriented perspective on ethical and unethical leadership but yield a much greater trend toward a value-oriented perspective. Concrete practice examples illustrate these different perspectives. Cultural and sectoral particularities of executive perceptions of ethical and unethical leadership are discussed. (shrink)

With the increasing demand for ethical standards in the current business environment, ethical leadership has received particular attention. Drawing on self-verification theory and social exchange theory, this study investigated the effect of leaders’ core self-evaluation on the display of ethical leadership and the moderating role of employees’ exchange ideology in the relationship between ethical leadership and employees’ job performance. Consistent with the hypotheses, the results from a sample of 225 dyads of employees and their immediate leaders showed a positive relationship (...) between leaders’ core self-evaluation and ethical leadership. Moreover, the results showed that ethical leadership mediates the effects of leaders’ core self-evaluation on employees’ job performance. Furthermore, we found that employees’ exchange ideology moderates the relationship between ethical leadership and job performance. The theoretical and practical implications of these findings are discussed. (shrink)

This study examined the extent to which the impact of green transformational leadership on employee green behavior through follower perceptions of value congruence. Path analyzing on data from 193 subordinate-leader dyads showed that followers’ value congruence with their leader mediated the effects of green transformational leadership on employee green behavior. Results also supported that green identity moderated the indirect effect of green transformational leadership on employee green behavior through value congruence, such that the indirect effect was more positive when green (...) identity was high than when it was low. These findings provided valuable contribution to green transformational leadership, value congruence and employee green behavior by exploring the relationship between them. Practical implications and directions for future research are also discussed. (shrink)

Two elements of corporate governance—the strength of ethical executive leadership and the internal audit function (IAF hereafter)—provide guidance to accounting managers making decisions involving uncertainty. We examine the joint effect of these two factors, manipulated at two levels (strong, weak), in an experiment in which accounting professionals decide whether to book a questionable journal entry (i.e., a journal entry for which a reasonable business case can be made but there is no supporting documentation). We find that ethical leadership and the (...) IAF interact to determine the likelihood that accountants book the entry. Specifically, accountants are less likely to book a questionable journal entry when there is a weak ethical leader and a strong IAF compared to all other conditions. In addition, we find that accountants question the appropriateness and ethicalness of the request to book an undocumented journal entry more in the weak ethical leader and strong IAF condition than in the other conditions. These results suggest that the IAF has a different impact on financial reporting decisions depending on the ethicalness of executive leadership and that a strong IAF may cause accountants to question the appropriateness and ethicalness of an undocumented journal entry when combined with weak ethical leadership. We also find that the interactive effect of ethical leadership and the IAF on an accountant’s decision is fully mediated by his/her perception of the moral intensity of the issue. Thus, accountants, who perceive greater moral intensity associated with booking the entry, are less willing to do so. (shrink)

Drawing on the work–family enrichment theory, the present study investigates the cross-domain effects of ethical leadership on employees’ family and life satisfaction. Moreover, it focuses on the mediating role of work–family enrichment and the moderated mediation process of family-supportive supervisor behaviors underlying the relationship between ethical leadership and employees’ family and life satisfaction. Using a sample of 371 employees and their immediate supervisors in China, we found that WFE mediated the relationship between ethical leadership and employee-rated and supervisor-rated family and (...) life satisfaction. Moreover, FSSB positively moderated the relationship between ethical leadership and WFE, such that the relationship was strengthened when FSSB were higher. Furthermore, the mediations of WFE between ethical leadership and employee-rated and supervisor-rated family and life satisfaction were also positively moderated by FSSB, such that the indirect effects were stronger when FSSB were higher. The theoretical and managerial implications of our findings are further discussed. (shrink)

Three visual habituation studies using abstract animations tested the claim that infants’ attachment behavior in the Strange Situation procedure corresponds to their expectations about caregiver–infant interactions. Three unique patterns of expectations were revealed. Securely attached infants expected infants to seek comfort from caregivers and expected caregivers to provide comfort. Insecure-resistant infants not only expected infants to seek comfort from caregivers but also expected caregivers to withhold comfort. Insecure-avoidant infants expected infants to avoid seeking comfort from caregivers and expected caregivers to (...) withhold comfort. These data support Bowlby’s (1958) original claims—that infants form internal working models of attachment that are expressed in infants’ own behavior. (shrink)

A growing trend toward knowledge workers and more highly educated employees has made effective human resource management a key metric separating the corporate wheat from the chaff. Studies confirm that the way people are managed and developed delivers a higher return on investment than new technology, R&D, competitive strategy or quality initiatives. In this book, the authors contend that the broader management models of Management by Instructions and Management by Objectives fail to position organizations for competitive success. What is needed (...) is a strategic leadership tool whose practical application will mine market potential through its relevance to individual organizational members. With a step by step guide to implementation, Managing by Values is just such a tool. (shrink)

This article describes the current state of knowledge on pro‐environmental behavior in the workplace by analyzing 17 empirical studies that (1) examined individuals' pro‐environmental behavior at work and (2) performed some type of quantitative analysis to explore antecedents of this behavior. Detailed descriptions of these studies are provided in terms of (1) types of pro‐environmental behavior examined, (2) measures of pro‐environmental behavior, (3) internal factors investigated, (4) external factors investigated, (5) samples examined, and (6) theoretical frameworks used. This article further (...) provides researchers interested in this research topic with directions for future research. Using the information presented in this article, future business ethics studies can offer more comprehensive insight into one's decision to engage in various types of pro‐environmental behavior in the workplace and provide important implications for environmental protection. (shrink)