Purpose The purpose of this paper is to examine whether the appearance of cyberloafing at work, that is, the use of the company’s internet connection for personal purposes, may be due to a workplace that lacks mindfulness and compassion. The authors first hypothesize that supervisors’ mindfulness is related to the mindfulness of their direct followers, and that both are related to employees’ compassion at work. The authors also hypothesize that compassion mediates the link between supervisors’ and followers’ mindfulness and cyberloafing, and that empathic concern mediates the link from compassion to cyberloafing. Design/methodology/approach A questionnaire was distributed to followers working in groups of three with the same leader in all of the 100 banks in London (UK). Supervisors and their direct reports (n=100) and 100 triads of followers (n=300) participated. The authors applied structural equation modeling (SEM) for analyses. Findings Results showed that supervisors’ and followers’ mindfulness were significantly related to each other and to compassion at work, but compassion acted as a mediator only in the case of supervisors’ mindfulness. Empathic concern mediated the compassion-cyberloafing link. Research limitations/implications The study could suffer from mono-method/source bias and specificities of banks and their work processes can raise concerns about the generalizability of the results. Practical implications Findings suggest that mindfulness training may facilitate compassion at work, which, in turn, will restrain the occurrence of cyberloafing at work. Originality/value This is the first study to analyze how and why employees refrain from harming their organizations out of compassion.

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Despite the large number of factors at work that have been linked to personal Internet use (PIU), ethical leadership has not yet been examined. The first aim of this study is to test whether ethical leadership is associated with employees’ participation in PIU, specifically with cyberloafing and e-citizenship. The article then proposes an explanation for this linkage. The prediction is made that ethical leadership influences the way followers perceive corporate culture, which, in turn, leads them to PIU. Questionnaire data from 300 employees at 100 investment banks in the City of London on ethical leadership, Cameron and Quinn’s corporate cultures, cyberloafing, and e-citizenship were analyzed. Results found a significant negative relationship between ethical leadership and cyberloafing, and a positive relationship with e-citizenship. Once corporate culture was entered into the model as a mediator, ethical leadership also showed significant links with corporate culture, which, in turn, acted as a significant mediator. All the culture types performed as partial mediators in ethical leadership’s association with cybercivism, and only adhocracy culture performed as a full mediator in the case of cyberloafing. A practical implication is that managers should pay explicit attention to the advantages of supervising PIU with ethical values and, especially in the case of cyberloafing, with the innovative values of adhocracy culture.

Although prior studies provide growing evidence that managers' dishonesty is negatively related to firm performance, the reasons for this relationship remain unclear. The purpose of this study is to model the steps in the effect of the manager dishonesty on firm performance. Our model hypothesizes that followers' feelings of work alienation are mediators that explain why managers' dishonesty is negatively related to aspects of a company's financial performance (i.e., profit and growth). We used multi-source survey data collected from 100 banks in London and analyzed 100 team leaders and 100 triads of followers (n = 300). Results confirmed that managers' dishonesty is related to financial performance, and they supported powerlessness (i.e., employee lack of control over their work) as the only studied element of work alienation that mediated in this link. Findings suggest that, when faced with managers' dishonesty, employees lose control over the product of their labor or the work process, which causes firm failure. Literature review and hypothesesManagers' dishonesty and firm performance Organ (1997:94) coined the term team morale when describing the key antecedents of helping behaviors 274 P. Zoghbi-Manrique-de-Lara and M. Viera-Armas