Unethical pro-organizational behavior as an outcome of servant leadership

Beyond the universal perception: Unveiling the paradoxical impact of ethical leadership on employees' unethical pro-organizational behavior

Ethical leadership, widely recognized as a positive leadership style, has shown inconsistent relationships with employees' unethical pro-organizational behavior in the workplace. This study draws on the social cognitive theory to investigate the paradoxical impact of ethical leadership on employees' unethical pro-organizational behavior. It also examines the mediating role of employees' psychological empowerment and the moderating effect of moral identity. The study collects data from 515 nursing staff working in public and private hospitals in Pakistan at three different time intervals, and analyzed using PLS SEM. Contrary to the previous studies and our initial hypothesis, the findings reveal a positive relationship between ethical leadership and employees' unethical pro-organizational behavior. Additionally, the study demonstrates that employees' psychological empowerment positively mediates the relationship between ethical leadership and employees' unethical pro-organizational behavior. This underscores the significance of employees' psychological processes. Furthermore, the relationship between ethical leadership and employees' psychological empowerment is moderated by employees' moral identity. This highlights the role of the individual differences in shaping employees' behavior within the workplace. Overall, these results challenge the universal perception of ethical leadership as a positive form of leadership, shedding light on the unintended consequences and paradoxical impact it can have in organizations.

Exploring the roles and challenges of the servant leadership: A critical examination of the Bangladesh police

The police work relentlessly to control national, transnational, and economic cybercrimes despite the numerous internal, external, mental, physical, political, and social problems they face. This study attempted to assess the servant leadership (SL) roles of the police and the challenges they face with regard to SL practice. Using a self-directed survey questionnaire, the current study collected open-ended responses from 88 Bangladesh Police (BP) personnel ranking from Assistant Superintendent of Police to Additional Deputy Inspector General. The authors identified the SL roles of police, such as terrorism control, judicial assistance, empowering subordinates, engaging the community, police-media relationship, and contributing to the national economy. Besides, the participant observation method was used to explore several challenges that the police face in regard to SL practice, such as long working hours, inadequate logistical support, work stress, insufficient compensation package, and unfair promotion & performance appraisal system. This study recommended increasing cooperation among top and bottom-line police, including bottom-line police in decision-making authority, providing adequate logistic support and training and development opportunities to the police personnel, and ensuring fair promotion and performance appraisal system for the police.

Leadership Styles, High-Involvement Human Resource Management Practices, and Individual Employee Performance in Small and Medium Enterprises in the Digital Era

This research investigates the positive relationship between leadership styles, high-involvement human resource management practices, and individual employee performance. In this study, we adopt servant, shared, and empowering leadership to explain leadership styles in the digital era. We propose four hypotheses and design a research framework to be analyzed. We develop a self-report questionnaire and distribute it online to three hundred targeted respondents, and collect two hundred and seventy-six complete responses from November 2021 to January 2022. This research applies a quantitative method, using structural equation modeling run by SPSS and AMOS. The results reveal well-distributed data, and all the indicators of the three variables are valid and reliable. The use of CFA confirms the indicators’ validity and reliability. The GoF analysis ensures that the research model is feasible for SMEs. The hypothesis analysis shows the acceptance of H1 and H3, but the rejection of H2 and H4. Leadership styles positively affect individual employee performance and high-involvement human resource management practices in SMEs operating in Lubuklinggau. High-involvement human resource management is not a mediator of the relationship between leadership styles and individual employee performance.