Ethical leadership, trust in leader and creativity: The mediated mechanism and an interacting effect

Impact of Ethical Leadership on Autonomy and Self-Efficacy in Virtual Work Environments: The Disintegrating Effect of an Egoistic Climate

Ethical management is key to ensuring organizational sustainability, through resources such as autonomy or self-efficacy. However, economic and social uncertainty occasionally leads to adaptive responses that prioritize profit as the primary interest, blurring the integrating role of ethical leadership. There are a number of studies that support this reality in a virtual work environment. This sector-specific and cross-sectional research explores how ethical leadership influences self-efficacy among teleworkers, through active commitment to job autonomy, and how an egoistic climate hinders this influence. The analysis is quantitative and correlational, and the sample includes 448 teleworkers. A model of conditional indirect effects, including both a mediation process and a moderation process, is used. The results support that ethical leadership enhances followers' self-efficacy through a redistribution of responsibilities, which increases the perception of autonomy. However, when ethical leadership coincides with a climate that has opposing interests, such as an egoistic climate, ethical leadership is unable to counteract it, and its effect on self-efficacy gradually diminishes. The benefits of this management style are widely known, but it is crucial to understand under what circumstances it loses efficacy. This research presents a new theoretical model that contributes to the existing literature on ethical leadership. Lastly, organizations that embrace ethical leadership can avoid the emergence of ethical climates disconnected from collective benefit, such as those characterized by selfishness, which hinder prosocial motivation. In this context, ethical leadership fosters the development of high-quality interpersonal relationships with followers, which are considered essential for creating an environment conducive to group learning. Consequently, change management in organizations necessitates the adoption of an ethical system that enhances self-efficacy through moral principles, rather than relying solely on individualistic aspects.

The Nexus Between Ethical Leadership and Employees' Perception of Workplace Safety During COVID-19 Under Mediation and Moderation Model

Background

Workplace safety is a crucial aspect of employee well-being and organizational success, with ethical leadership playing a key role in shaping employees' perceptions of safety. Today, the underlying mechanisms through which ethical leadership influences workplace safety perception remain underexplored, especially in the Pakistan healthcare industry. Based on the social cognitive theory, this study aims to investigate the relationship between ethical leadership and workplace safety perception and examine the mediating role of media quality, communication climate, and supervisory communication and the moderating role of moral attentiveness.

Methods

An empirical survey method was used to conduct the quantitative study, with respondents representing nursing staff from hospitals in Pakistan. Data was collected using an online questionnaire during COVID-19, and Smart PLS was used to analyze the data.

Results

The study demonstrated that ethical leadership positively and significantly affects workplace safety perception. Media quality, communication climate, and supervisory communication mediate between ethical leadership and workplace safety perception. Moral attentiveness moderates the relationship between ethical leadership and workplace safety perception.

Conclusion

Ethical leadership is an essential tool that improves media quality, communication climate, supervisory communication, and moral attentiveness. The article presents a novel approach to examining the relationship between ethical leadership and workers' safety perceptions under the influence of mediating and moderating variables. By better understanding these dynamics, the study contributes to developing organizational strategies to improve workplace safety and overall employee well-being. In addition, it is a pioneering study exploring ethical leadership's role in influencing workers' perceptions of safety. Overall, the study is a great initiative that fosters the ethical concepts of individuals, thus achieving health protection and safety.

Trust in Supervisor and Employee Creativity: The Mediating Role of Information Sharing

Creativity is modern era productivity. Many efforts have been made to enhance employee creativity. This study adopted the social exchange model of creativity to understand in-depth the integrated effect of affective and cognitive trust in supervisor (ATS/CTS) on employee creativity. We recruited 528 subordinates who completed a three-wave survey at one-month intervals. Multilevel modeling results showed that ATS and CTS were positively related to employee creativity. Moreover, information sharing served as a mediator for the relationship between CTS and employee creativity, but not between ATS and employee creativity. In addition, the mediation effect of information sharing on ATS-employee creativity was significant for employees with high levels of CTS but not for those with low levels of CTS. Our results suggested an integrated effect of ATS and CTS in information sharing and its consequences on employee creativity. We have confirmed and extended the social exchange model by examining the integrated effect of ATS and CTS on employee creativity. CTS seems to be a threshold in the relationship between ATS and employee information sharing. Our findings clarify ways to develop human resource training to promote ATS and CTS to foster employee creativity.

The Moderating Effects of Trust and Felt Trust on the Nonlinear Relationship Between Compulsory Citizenship Behavior and Counterproductive Work Behavior

Purpose

This study explored the J-shaped effect of compulsory citizenship behavior on counterproductive work behavior of new generation employees, as well as the separate and joint moderating effects of trust and felt trust on the J-shaped relationship between compulsory citizenship behavior and counterproductive work behavior.

Methods

Three waves of data were collected from 659 new generation employees in China. A self-report method was used to measure compulsory citizenship behavior, counterproductive work behavior, trust and felt trust. Then, based on the cognitive appraisal theory of stress and social information processing theory, a nonlinear model was constructed and tested.

Results

(1) Compulsory citizenship behavior had a J-shaped effect on job performance. That is, when the compulsory citizenship behavior level was lower, the effect of compulsory citizenship behavior on counterproductive work behavior was not significant; but when it increased to medium and higher levels, the effect was significant and stronger. (2) The moderating effect of trust (employees' perceived trust in leader) or felt trust (employees' perception of being trusted by leader) was significant. That is, when trust or felt trust was lower, the J-shaped effect was stronger; conversely, the J-shaped effect was weak. (3) The joint moderating effect of trust and felt trust was significant. That is, when trust was high, the moderation effect of felt trust was significant; conversely, the moderation effect of felt trust was not significant.

Conclusion

The results identify the nonlinear effect of compulsory citizenship behavior through exploring the J-shaped effect of compulsory citizenship behavior on counterproductive work behavior and the boundary conditions in the nonlinear relationship. Meanwhile, the study provide implications for organizations regarding how to manage employees' work behavior.

How to lead responsibly toward enhanced knowledge sharing behavior and performance: implications for human resource management

Purpose

This paper investigates the relationships between responsible leadership and employees' knowledge sharing behavior and performance in the healthcare sector. The present study provides deeper insights into those relationships by uncovering the mechanisms through which relational and ethical dimensions of responsible leadership influence knowledge sharing outcomes. Drawing on the social exchange theory, this study examines the mediating role of trust in the leader and leadership support.

Design/methodology/approach

Data were collected from 445 healthcare professionals in Pakistan. Structural equation modeling was employed to analyze the data.

Findings

The study findings revealed that responsible leaders enhance knowledge worker performance and knowledge sharing behavior through enhancing trusting relationships with followers and providing support. Furthermore, the authors investigated the moderating role of goal orientation, and the results showed that the effect of responsible leadership on knowledge worker performance was stronger for highly goal-oriented employees.

Practical implications

This research suggests that human resource managers interested in fostering knowledge sharing behaviors, must focus on cultivating responsible leadership behavior within their organizations. Furthermore, this study findings propose that HRM practices should foster employee goal orientation in order to enhance knowledge workers' performance.

Originality/value

This study makes a novel contribution to the literature by shifting the research focus from the traditional view of leadership to a leadership style more responsive to the reciprocity nature of the relationships between employees and leaders. By shifting the focus to a relational-ethical based leadership style, the current study was able to fully uncover the underlying mechanisms linking responsible leadership to knowledge sharing outcomes.

Linking experimental culture, improvisation capability and firm’s performance: a theoretical view

Purpose

This study aims to investigate the causal relationships within an experimental culture of improvisation capability and firm performance, following the logic of “culture-capability-performance” and building on informal institution theory and dynamic capability theory.

Design/methodology/approach

Data was mainly collected via on-site questionnaires from firm managers, and 196 valid questionnaires were analyzed using structural equation modeling to test the relationship among experimental culture, improvisation capability and firms’ performance.

Findings

Trust and support had a positive impact on firm spontaneity, while the effect of action promotion and error tolerance was not significant. Action promotion, trust and support demonstrate substantial positive effects on the creativity of a firm. Both dimensions of improvisation capability positively and significantly influence a firm’s performance.

Research limitations/implications

The research respondents were firm managers. Cross-sectional data were used to analyze the model, which may cause common method variance. The research context was limited to China, and the generalizability of the results needs to be considered.

Practical implications

Firms can cultivate a culture of trust and support to enhance their spontaneity and improvisation capability. They can encourage cross-departmental communication, empower employees with autonomy in decision-making, provide appropriate resource support for employees’ decisions and use praise and reward incentives to spur further innovation achievements.

Originality/value

This study addresses the gaps in a firm’s improvisation capability within a Chinese market context by theoretically and empirically examining the role of experimental culture and assessing the relationship among each of the dimensions of improvisation capability in relation to firm performance identified in this study.

Personal identity: How it moderates the relation between social identity and workplace performance

The present study benefits from social identity theory to argue that employees' organizational identity interacts with their trust propensity to predict affective organizational commitment and creativity. It used random coefficient regression procedures or multilevel modeling through the generalized linear mixed models command to test its hypothesis because the data that were collected in two of the studies were the nested or dependent data. Employing longitudinal data gathered from 153 participants and their 71 direct managers at a public organization in Study 1, the present study revealed that organizational identity had stronger positive influences on organizational commitment and creativity when participants' trust propensity was high. Employing longitudinal data collected from 210 employees of 32 business organizations and from 49 direct supervisors of the employees in Study 2, the present study reassured that trust propensity moderates the relationship between organizational identity and creativity. The present study contributes to the theory that employees' personal identity accentuates the positive relationship between their social identity and workplace outcomes such that the relationship becomes stronger as employees' personal identity increases.

Empowering leadership and job satisfaction of academic staff in Palestinian universities: Implications of leader-member exchange and trust in leader

Introduction

In the aftermath of global pandemic of COVID-19, many sectors faced severe challenges to maintain security, health (psychological, and physical), and steer through the crisis by sup-porting the society.

Methods

Through a quantitative approach a total of 250 surveys were distributed after a pilot test. Specifically, this research gathers data from 178 (71.2% response rate) university teachers from different universities across Palestine via surveys that address the role of empowering leaders on job satisfaction among teachers. The proposed model of the re-search was analyzed using Smart-PLS and PLS-SEM technique.

Discussion and Results

The academic sector was disrupted and faced extreme changes during the pandemic, rendering teachers vulnerable and thus, role of leaders more crucial. Building on job demand-resources model, and social exchange theory, the current study examines the moderating effect of leader-member exchange (LMX) for increasing job satisfaction that can lead to enhanced overall wellbeing in the academic setting. Additionally, the mediating role of trust in leader is focused as a vital psychological element. While the results show a significantly positive effect on job satisfaction in the presence of empowering leaders, the moderating role of LMX alongside mediating impact of trust are observed. This implies that empowering leaders are highly influential in enhancing workplace for university teachers in the post-pandemic era.

Influence of leadership empowering behavior on employee innovation behavior: The moderating effect of personal development support

The main purpose of this study is to explore the influence of leadership empowering behavior (personal development support, participative decision making and delegation of authority) and thriving at work (vigor, learning) on employee innovation behavior and analyze the moderating effect of personal development support on participative decision making and innovation behavior. The questionnaire survey method is used to survey Chinese industrial workers, and a total of 290 valid questionnaires are collected. The model is verified using SmartPLS. Results show that the personal development support and participative decision making dimensions of leadership empowering behavior have a significant positive influence on employee innovation behavior. Vigor and learning has a significant positive influence on employee innovation behavior, and personal development support has a significant moderating effect on the relationship between participative decision making and innovative behavior.

The Impact of Leadership on Boosting Employee Creativity: The Role of Knowledge Sharing as a Mediator

In this study, we examined the role that knowledge sharing plays in mediating the relationship between the employee trust in leadership and employee innovation in the service sector in the United Arab Emirates (UAE). We included 346 people employed in the service industry. According to the study’s findings, having faith in one’s leader has a beneficial and discernibly positive impact on the degree to which employees share their knowledge and innovate. Knowledge sharing has a positive and substantial effect on the creativity of employees, and vice versa. According to the study’s findings, the openness of leaders partially mediates the willingness of employees to try new things and share information, which is a consequence of the trust that employees have in their leaders and their willingness to experiment with new concepts.

How Ethical Leadership Prompts Employees' Voice Behavior? The Roles of Employees' Affective Commitment and Moral Disengagement

Previous literature has demonstrated that ethical leadership could predict employees' voice behavior. However, it's not clear how to heighten these positive effects of ethical leadership on employees' voice behavior. Building on the AET and moral disengagement studies, we developed an integrated model. A three-wave field study (N = 232) investigated the relationship between ethical leadership and voice behavior by focusing on the mediating role of employees' affective commitment and the moderating role of employees' moral disengagement. Our matched data analysis results indicated that: (1) employees' affective commitment partly mediated the relationship between ethical leadership and employees' voice behavior. In addition, employees' moral disengagement moderated (2) the effect of ethical leadership on employees' affective commitment and (3) the effect of employees' affective commitment on voice behavior, similarly, (4) the indirect effect of ethical leadership on employees' voice behavior via employees' affective commitment. Theoretical and practical implications of these results are discussed.

Management research contributions to the COVID-19: a bibliometric literature review and analysis of the contributions from the Journal of Management & Organization

The COVID-19 health crisis triggered changes in the workplace. This paper explores the insights from scholarly work published in the Journal of Management and Organization (JMO) and systematizes this body of knowledge to build a scientific overview that looks at how the COVID-19 health crisis and its repercussions may be managed by organizations. We conducted a bibliometric investigation of JMO's most influential papers published from 1995 to June 2020 that offers insights into the management of the COVID-19 crisis. Our bibliometric investigation reveals six clusters: (1) conservation of resources theory, entrepreneurs, gender and work–family conflict; (2) corporate governance, corporate social responsibility and stakeholder salience; (3) family firms, innovation and research methods; (4) creativity, leadership and organizational change; (5) job satisfaction and psychological empowerment; and (6) team performance. We discuss the theoretical and practical implications of our findings.

Influence of Knowledge Leadership on IT Project Performance and Quality Practices

The present study investigates how knowledge leadership affects project performance and quality practices in Information Technology (IT) projects. A questionnaire-based survey was designed to collect responses from 198 mid-level employees of five big Indian IT firms. The data was analysed using PLS-based SEM technique. Our findings revealed that knowledge leadership skills, cooperation and trust, and knowledge integration positively influence project performance and project quality practices. The risk-mitigation efforts of a knowledge leader moderate the relationship between knowledge leadership, project performance and quality practices. The current research has contributed to limited leadership and project management literature available. Knowledge-oriented leadership is a mixture of transformational and transactional leadership and has significant implications on the innovation performance of technology-intensive organizations.

The Impact of Calling on Employee Creativity: Evidence From Internet Companies

With the rapid development of technology and increasingly fierce competition in the global market, innovation has become the most important competitive advantage for enterprises. Employee creativity is widely considered the source of organizational innovation. This study explores the antecedents of employee creativity from the perspective of career development in the context of high-technology industry. Specifically, we examine the effects of calling on employee creativity through the mediation of career commitment and the moderation of responsible leadership. With data collected from a sample of 218 respondents from internet companies, a series of regression analyses was conducted to test the proposed hypotheses. In addition, a moderated mediation model was further examined. Discussion, implications, and limitations are presented.

From employee creativity to leader empowering behaviors: the roles of supervisor–subordinate guanxi and supervisor–subordinate similarity

Although employee creativity has been identified to promote organizational competitiveness, its effect on leader empowering behaviors remains underexplored. This study investigated the underlying mechanism and boundary condition under which employee creativity influences leader empowering behaviors. Drawn on social exchange theory and similarity-attraction theory, this study developed a moderated-mediation model in which supervisor–subordinate guanxi serves as the intervening mechanism and supervisor–subordinate similarity serves as a boundary condition influencing this relationship. Using three-wave, time-lagged survey data collected from 309 supervisor–subordinate dyads, this study found that supervisor–subordinate guanxi mediates the relationship between employee creativity and leader empowering behaviors, and that this relationship is stronger when supervisor–subordinate similarity is high rather than low. Finally, theoretical and practical implications were discussed.

Getting Ratees to Accept Performance Feedback: A Relational Approach

This paper seeks to understand the association between ratees' relational justice perceptions and their feedback acceptance, both directly and through leader-member exchange (LMX). The paper also examines the moderated mediation effect of supervisory trust. The paper presents the findings of two studies. Study 1 utilized two data sets collected through an online survey from 280 part-time students working full-time (Sample 1) and 292 working professionals (Sample 2) in Pakistan. Study 2 utilized data collected from N = 167 students recruited for a scenario-based experiment that manipulated whether a manager was fair or unfair. Results revealed that relational justice positively predicted feedback acceptance in Studies 1 and 2. LMX positively mediated the above-mentioned relationship in both studies. As expected, supervisory trust negatively moderated the relational justice-feedback acceptance relationship in Study 2. The present study contributes to performance management theory and practice by illuminating that raters can stimulate performance partnership by employing a relational justice approach that increases the likelihood that employees accept performance feedback.

Ethical Leadership and Organizational Citizenship Behavior: Mediation of Trust and Psychological Well-Being

PURPOSE

Nurses' behaviors are largely influenced by their managers' leadership style. The relationships between ethical leadership, trust, psychological well-being, and organizational citizenship behaviors have rarely been investigated in nursing studies. The current study attempted to examine the relationships between perceived ethical leadership, trust, psychological health, and nurses' organizational citizenship behaviors towards their patients in the context of Chinese hospitals.

METHODS

This research adopted a cross-sectional research design. Participants were 495 nurses solicited from six hospitals in China. Hayes's PROCESS and SPSS 22 were employed to analyze the data.

RESULTS

This study demonstrated ethical leadership perceived by nurses is positively associated with trust in management and psychological well-being. Trust in management is also positively associated with nurses' organizational citizenship behaviors. The indirect effects of perceived ethical leadership on organizational citizenship behaviors through trust in management and psychological well-being were statically significant.

CONCLUSION

This study adds value to the literature by revealing ethical leadership boosts nurses' trust in leadership and their psychological well-being, resulting in more organizational citizenship behaviors towards patients in the context of the Chinese hospitals. It is suggested that the hospital management creates an environment in which all members are treated fairly to boost nurses' psychological health and improve their service quality toward patients' satisfaction.

The impact of ethical leadership on employee creative deviance: the mediating role of job autonomy

Purpose

This study aims to explore the impact of ethical leadership on employee creative deviance, with job autonomy as a mediator and creative self-efficacy as a moderator between job autonomy and creative deviance.

Design/methodology/approach

A survey was developed based on construct measures from the literature. A total of 316 responses were received from employees of information and communication technology companies located in China's Pearl River Delta.

Findings

Both ethical leadership and job autonomy have a positive impact on employee creative deviance; job autonomy plays a mediating role between ethical leadership and creative deviance; creative self-efficacy does not have a significant moderating effect on the job autonomy-creative deviance relationship.

Research limitations/implications

Future studies could explore the potential moderating role of both job autonomy and creative-self efficacy in the link between ethical leadership and creative deviance.

Practical implications

This study recommends that organizations should adopt and promote an ethical leadership approach to manage creative deviance at work. Organizations could explore alternative methods of task completion to support the job autonomy for the employees to mitigate the dilemmas associated with creative deviance.

Originality/value

This is one of few studies that examine the impact of ethical leadership on employee's creative deviance, despite the fact that the influence of ethical leadership on the followers has been extensively examined.

Does Organizational Cronyism Lead to Lower Employee Performance? Examining the Mediating Role of Employee Engagement and Moderating Role of Islamic Work Ethics

In this research, using a time-lagged approach, we investigated the relationship between organizational cronyism and employee performance. Drawing on the conservation of resources theory, we tested the mediating role of employee engagement in the relationship between organizational cronyism and employee performance. We also examined how Islamic work ethics moderated the relationship between organizational cronyism and work engagement. The study, with a total of 267 participants, was conducted in the healthcare sector of Pakistan. The results revealed that organizational cronyism was negatively related to employee performance. The analyses confirmed the mediating role of work engagement in the relationship between organizational cronyism and employee performance. Similarly, Islamic work ethics moderated the relationship between organizational cronyism and work engagement. Implications for future research as well as managerial implications of our findings along with the limitations and future research directions are also discussed.

How Is Ethical Leadership Linked to Subordinate Taking Charge? A Moderated Mediation Model of Social Exchange and Power Distance

Extant literature has suggested that leadership styles have a significant impact on subordinate taking charge. However, the effect of ethical leadership on subordinate taking charge is still insufficiently explored. Drawing on social exchange theory, we developed a moderated mediation model in which social exchange was theorized as a mediating mechanism underlining why subordinates feel motivated to take charge with the supervision of ethical leadership. Moreover, power distance was supposed to be a relevant boundary condition to moderate such a relationship. Two hundred thirty-nine independent leader–subordinate dyads in China were used to test the model. Results showed that subordinates’ social exchange mediates the relationship between ethical leadership and subordinate taking charge, and such a relationship was found to be stronger among subordinates who had lower levels of power distance rather than higher levels. Theoretical and practical implications concerning enhancement of subordinate taking charge in organizations where ethical leaderships exist are discussed.

Trust in leader as a pathway between ethical leadership and safety compliance

Purpose

Although a great number of studies have established the important role of leadership in workplace safety, it appears researchers are yet to consider the role that trust in leaders could play between ethical leadership and safety compliance within healthcare. To address that imbalance, this study aims to investigate the relationship between ethical leadership and safety compliance, with trust in the leader as the mediator.

Design/methodology/approach

Data were collected in three time periods from 237 hospital staff nurses (76.8 per cent women and 23.2 per cent men). Ordinary least squares regression-based path analysis using PROCESS for statistical package for the social sciences (SPSS) macro was used to test the hypotheses.

Findings

Results showed that ethical leadership was positively related to trust in a leader but was not related to safety compliance. In addition, trust in leader was positively related to safety compliance and also mediated the positive relationship between ethical leadership and safety compliance.

Research limitations/implications

The data were collected within healthcare organisations in a few localities in Nigeria, making it difficult to generalise the findings beyond the current sample let alone the entire country or even continent.

Practical implications

The findings imply that ethical leadership may not be directly effective in improving the safety compliance of subordinate nurses unless such a leader first develops a trust-based relationship with the subordinates.

Originality/value

The current study builds on and extends the burgeoning research in the area of leadership and employee outcome by investigating not only the direct relationship between ethical leadership and safety compliance but also incorporating trust in a leader as a mediator of this relationship.

Does ethics really matter to the sustainability of new ventures? The relationship between entrepreneurial ethics, firm visibility and entrepreneurial performance

This paper aims to explore whether entrepreneurial ethics can improve entrepreneurial performance in new ventures. The dynamic impact of entrepreneurial ethics on entrepreneurial performance (survival and sustainable growth) is investigated from an institutional perspective, and the moderating role of firm visibility between them is explored. From different regions of China, 296 valid questionnaires are obtained and analyzed. We find that entrepreneurial ethics is adverse to the survival of new ventures but conducive to their sustainable growth of new ventures. We also find that high firm visibility can help entrepreneurial ethics be more effective in improving entrepreneurial performance. This study provides a new insight to explain the theoretical controversy of entrepreneurial ethics and provides guidance for the establishment of the internal ethical structures of new ventures. Suggestions for government and industry regulators on the management of entrepreneurial ethics are also provided.

Ethics for Innovation in Hospitality: How Incremental and Radical Novelties Are Induced by Managers’ Social and Ecological Responsibility

This paper proposes a model to explain how ethics play a role to produce innovation in hospitality. Literature from social responsibility and ecological management was reviewed in order to state how ethical values induce advances by stimulating teams and breakthroughs. A survey was carried out based on structured questionnaires, filled in by 134 hotel managers in Gran Canaria (Spain). By means of path analysis, it was demonstrated the antecedent role played by ethical management to cause knowledge exchange in employees, as well as innovations in hotels. Nevertheless, breakthroughs cannot be induced if there is an extrinsically motivated environmental management. To be more specific, radical innovation was produced at a higher rate if managers highlighted the importance of ethics over profit, rather than if they placed profitability ahead of ethical considerations, notwithstanding that both approaches tend to provoke disruptive novelties. In addition, incremental innovations are a consequence of knowledge exchange between hotel employees. Finally, knowledge exchange is induced in the context of ethical leadership consisting of general social responsibility. The conclusions drawn from this work are that ethics is a causative part of innovation and that practical implications provide specific and differential measures that help to bring about incremental and radical innovation.

The relationship between ethical leadership and employee voice: The roles of error management climate and organizational commitment

Studies have shown that voice could be utilized as an effective method to improve organizational effectiveness. This study explores the relationship between ethical leadership and employee voice behavior by focusing on the mediating role of the error management climate and the moderating role of the employee's organizational commitment. Analysis of data collected in three phases in China indicates that the error management climate partly mediates the relationship between ethical leadership and voice behavior. Also, organizational commitment is found to moderate the relationship between the error management climate and voice behavior. Theoretical and practical implications of these results are discussed.

A leader indeed is a leader in deed: The relationship of ethical leadership, person–organization fit, organizational trust, and extra-role service behavior

In this study, the effect of ethical leadership on extra-role service behavior, and the role of person–organization fit and organizational trust on this effect were examined. A multi-level research model was established in the research and hypotheses were tested within this model. The data of this research study were obtained from 205 workers of two hospitals (public and private), in a certain province in Turkey. The obtained findings demonstrated that ethical leadership strengthened the trust in the organization both directly and over person–organization fit. Moreover, based on the findings, it was determined that ethical leadership increased extra-role service behavior by means of organizational trust. The theoretical and practical implications of all of the findings were discussed and evaluated in the context of national culture.