Do as I Do: The Effect of Teachers’ Ethical Leadership on Business Students’ Academic Citizenship Behaviors

The Relationship Between Ethical Leadership and Employee Job Satisfaction: The Mediating Role of Media Richness and Perceived Organizational Transparency

Ethical leadership (EL) is a vital component driving firms' practice, significantly affecting employee satisfaction (ES). The objective of this study was to investigate the relationship between EL and employee job satisfaction. Moreover, the study investigates the mediating effect of media richness (MR), perceived organizational transparency (OT) on EL, and ES. In addition, the study used a convenient sampling technique for collecting the data from 276 employees working in the service sector of Macau. Essentially, questionnaires had used as the fundamental tool guiding the data collection method. The findings indicate a positive and significant relationship between EL, ES, MR, and perceived OT. The MR and perceived OT have significant mediating effects between EL and ES. The study is beneficial for the service sector of Macau to plan the strategies for their employees in terms of organizational sustainability and success. The study is also helpful for the government to understand EL and for the researcher to search the new aspects of EL in organizations for future research direction.

How Servant Leadership Drives Project Team Performance Through Collaborative Culture and Knowledge Sharing

Drawing on social learning theory, this research compared and tested how two distinct mediating mechanisms—collaborative culture and knowledge sharing—influence the servant leadership–project team performance relationship. Survey data were collected from 275 employees representing 70 project teams, and multilevel structural equation modeling was adopted to test the hypotheses. The findings indicated that collaborative culture fully mediates, whereas knowledge sharing does not mediate, the servant leadership–project team performance relationship. These findings reveal collaborative culture as the intervening mechanism that translates servant leadership to project team performance. For project-based organizations, the research puts forth theoretical and practical implications.

Am I worthy to my leader? Role of leader-based self-esteem and social comparison in the LMX-performance relationship

BACKGROUND: Most leadership theories, such as transformational, ethical, and servant leadership, emphasize the notion that leaders influence their followers’ in-role and extra-role work performance by treating them collectively and similarly. On the other hand, leader-member exchange (LMX) theory challenges this idea and argues that leaders treat followers differently and have high-quality exchange relationships with some followers and low-quality ones with others. However, few studies have examined LMX differentiated relationships in social contexts. OBJECTIVE: This study aims to investigate the role of employee leader-based self-esteem (LBSE) (i.e., employees’ self-evaluation of their worth derived from the quality of the relationship with their supervisor) in the relationship between LMX and two types of performance: task performance and organizational citizenship behaviour at individual level (OCB-I). Using an integrated theoretical framework of social comparison and self-consistency theories, we develop a moderated mediation model in which the mediating role of LBSE in the LMX-task performance and OCB-I relationships is conditional on the values of LMX social comparison (LMXSC). METHODS: Using a research sample of 298 manager-employee matching dyads working in 43 branches of a leading bank in Pakistan, results of hierarchical multiple regression analyses provided support for our developed model. RESULTS: We found that LMX positively led to LBSE which, in turn, served as a mediator between LMX and both performance types, with a stronger effect on OCB-I. We also found that by moderating the relationship between LMX and LBSE, LMXSC moderated the mediating role of LBSE, which had stronger effect on performance at high values of LMXSC than at low values. CONCLUSIONS: Following these findings, we discuss the contributions that this study offers to LMX and self-esteem literature and its managerial implications.

Promoting green behavior through ethical leadership: a model of green human resource management and environmental knowledge

Purpose

This paper aims to investigate the influence of supervisor's ethical leadership style on subordinates' green or pro-environmental work behavior in the presence of green human resource management (GHRM) as a mediator and environmental knowledge as a moderator.

Design/methodology/approach

A questionnaire-based was distributed to 427 supervisor–subordinate dyads working in various Pakistani organizations. Structural equation modeling was used to determine the mechanisms and boundary conditions in the relationship between supervisor's ethical leadership style and subordinates' green behavior.

Findings

Structural equation modeling supported a partial mediating role of GHRM in the influence of ethical leadership on green work behavior. Further, the findings revealed that employee's environmental knowledge can magnify the indirect impact of ethical leadership, via GHRM, on green behavior.

Research limitations/implications

Cross-sectional survey data are typically associated with common method bias. To counter this bias, we collected data from dual sources, namely, supervisors and their subordinates. The research findings have implications in deepening the understanding of the impact of ethical leadership in improving environmental performance of the organization.

Originality/value

This is the first study that utilizes multi-sourced data to examine the mediating role of GHRM and the moderating role of environmental knowledge in the relationship between ethical leadership and green behavior at work.

Inculcation of Green Behavior in Employees: A Multilevel Moderated Mediation Approach

In this era of globalization, preventing organizations from undermining and degrading the environment has become a great challenge, especially when considering that organizations are among the major contributors to environmental deterioration. As a result, scholars have recently begun to focus on understanding the key determinants of employee green behavior (EGB), a nascent field within the area of sustainable development and organizational behavior. This study extends the emerging discussion over EGB by investigating how green behavior can be inculcated into employees’ mindsets and under what conditions this can best be accomplished. The present research examines the relationship between ethical leadership and EGB by the mediating mechanisms of green psychological climate, employees’ harmonious environmental passion, and employees’ environmental commitment, through the underpinnings of social learning theory. Further, the study examines the contingency effects of leaders’ pro-environmental attitudes to determine how leaders with ethical attributes and pro-environmental attitudes can create a green psychological climate that ultimately leads to EGB through employees’ harmonious environmental passion and employees’ environmental commitment. The approach to implementing theory development is deductive as the research employed a quantitative research design and survey administration with a time-lagged approach. Multi-level data were collected from 400 respondents working in public and private sector hospitals and universities in Pakistan. The analysis was conducted in MPlus. The results show positive and statistically significant effects of ethical leadership on EGB through the serial mediations of a green psychological climate and employees’ harmonious environmental passion, and a green psychological climate and employees’ environmental commitment. Moreover, the leaders’ pro-environmental attitude contingency strengthens the indirect impact of ethical leadership on EGB. This research provides several managerial implications through which organizations can strategically concentrate on EGB, including saving energy by turning off unused lights, reducing waste, and recycling.

Situationally orchestrated pedagogy: Teacher reflections on positioning as expert, facilitator, and caregiver

Based on qualitative data generated during a faculty development program for teachers of first-year students at a Danish business school, we explore teachers’ reflections about tactically mobilizing different positions in teaching situations. We propose that positioning theory offers a promising tool for understanding teachers’ assumptions about their professional identities and, when used in faculty development programs, can strengthen teachers’ awareness that they can situationally orchestrate pedagogy by purposefully shifting between different positions. Over time, this awareness may help to develop teachers’ situational wisdom. We introduce the concept of “pedagogical positioner” to capture this meta-positioning skill. We further identify three positions that teachers can adopt when teaching first-year students: the content expert, the learning facilitator, and the supportive caregiver. Based on positioning theory, we conceptualize the discursive positions, storylines, and rights and duties that emerge in teachers’ accounts of these shifts. Finally, we discuss the advantages and limitations of reflexive and interactive positioning in teaching, and suggest how awareness about different positions might be fostered through faculty development programs.

Perceived leader integrity as a mediator between ethical leadership and ethical climate in a teaching context

BACKGROUND

Scandalous incidents occurring in prominent organisations in the world have brought to limelight the role of leaders in shaping the ethical climate of their organisations. As a result, several studies across different organisational/occupational contexts and climes have examined and unanimously proven that ethical leadership was positively related to ethical climate. However, there is rarely any of these studies that was conducted in teaching context. Besides, the mechanisms involved between ethical leadership and ethical climate seems not to have been addressed in literature. Thus, this paper reports the findings of a study that investigated the mediating role of perceived leader integrity in the ethical leadership-ethical climate relationship among teachers.

METHODS

Data were collected from 336 teachers (105 male and 231 female) in three-time periods using measures of ethical leadership, perceived leader integrity, ethical climate, and demographics.

RESULTS

The results from OLS regression-based path analysis showed that: 1) ethical leadership was positively related to perceived leader integrity, 2) perceived leader integrity was positively related to ethical climate, 3) ethical leadership was positively related to ethical climate, and 4) the positive relationship between ethical leadership and ethical climate was mediated by perceived leader integrity.

CONCLUSIONS

The current study extends the social learning theory by identifying perceived leader integrity as a mechanism underlying the relationship between ethical leadership and ethical climate. The findings have some implications for personnel selection especially in relation to selection of ethical leaders.

The impact of ethical leadership style on job satisfaction

Purpose

Combining two distinct streams of research studies in leadership and organizational management i.e. ethical leadership and Green human resource management (Green HRM) practices, the purpose of this paper is to investigate the impact of ethical leadership style (ELS) on employees’ job satisfaction (JS) with a mediating role of Green HRM and psychological safety in health sector organizations.

Design/methodology/approach

A quantitative methodology was adopted to achieve the aims of this study. Data were collected through pencil/paper questionnaires from the respondents (n=177) working in a public sector healthcare organization of Pakistan. Reliability and validity of measures were tested via AMOS (18) software. Results of proposed hypotheses were tested via Preacher and Hayes (2008) macro of mediation.

Findings

Contrary to the first hypothesis, no evidence of the direct impact of ELS on employees’ JS was found. However, the mediating roles of Green HRM and psychological safety were supported by the results.

Originality/value

Through this study, the authors have addressed three key gaps in the extant literature of ELS and corporate social responsibility, i.e. exploring the underlying mechanism through which ELS leads to important outcomes with two novel mediators, i.e. Green HRM and psychological safety, the role of ELS in promoting Green HRM in organizations and evidence from a public sector health organization in a developing country, Pakistan. Implications of the study are discussed.

The impact of abusive supervision on employees’ feedback avoidance and subsequent help-seeking behaviour: A moderated mediation model

Based on the conservation of resource theory, this study investigated a moderated mediation model in which perceived co-worker support moderated the mediation of supervisory feedback avoidance between abusive supervision and help-seeking behaviour. Data from matching dyads of 220 house officers and 86 postgraduate medical staff were collected from several hospitals in Pakistan. Results of hierarchical multiple regression analyses supported the hypothesized model that abusive supervision first positively led to supervisory feedback avoidance, which in turn positively led to help-seeking from co-workers. Moreover, the mediating effect of supervisory feedback avoidance was stronger at the high value of co-worker support than that at the low value of co-worker support. This study contributes to the recently emerged notion in abusive supervision research that supervisees’ perception of abusive supervision may not always lead to abundantly reported negative work behaviours; instead, it may also lead to positive work behaviours, such as help-seeking behaviour that is highly beneficial for both supervisees and the organization.