We develop and test a model linking ethical leadership with unit ethical culture, both across and within organizational levels, examining how both leadership and culture relate to ethical cognitions and behaviors of lower-level followers. The data were collected from 2,572 U.S. Army soldiers representing three organizational levels deployed in combat. Findings provide limited support for simple trickle-down mechanisms of ethical leadership but broader support for a multilevel model that takes into account how leaders embed shared understandings through their influence on the ethical culture of units at various levels, which in turn influence followers' ethical cognitions and behavior. The influences of ethical leadership occur not only directly, among immediate followers within a unit, but also indirectly, across hierarchical levels, through the cascading of ethical culture and senior leaders' influences on subordinate leader behavior. We discuss scholarly and practical implications for understanding how leaders transmit ethical influence both down and across large organizations.

We report a field study examining within‐individual effects of workload on distress at work and daily well‐being. The study was conducted using experience‐sampling methodology to measure daily workload, affective distress, and blood pressure throughout and at the end of each of 10 workdays, and emotional burnout and daily strain (two indicators of low well‐being) during the evening in a sample of 64 full‐time employees who provided a total of 354 person‐day data points. We also measured employees’ job control and perceived organizational support with a separate survey. Results showed that workload was positively associated with affective distress and blood pressure, and with the indicators of low daily well‐being. Furthermore, affective distress mediated the relationship between workload and daily well‐being. More importantly, job control and organizational support had cross‐level moderating influences on the relationships of workload with affective distress and blood pressure such that these relationships were weaker for participants who reported having more control on their job, as well as for participants who reported receiving more organizational support.

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SummaryWe report an experience sampling study examining the within-individual effects of workplace interpersonal interaction characteristics on affect at work and daily well-being. A sample of 60 full-time employees completed measures of interpersonal interaction characteristics and affective states during each of 10 workdays and a measure of job satisfaction at the end of each workday. Overall, the employees provided 380 day-level data points. Hierarchical linear modeling (HLM) results indicated that interpersonal interaction characteristics were associated with affective states and job satisfaction. Furthermore, the effects of workplace interpersonal interactions on job satisfaction were mediated by affective states. Finally, positive affect mitigated the detrimental association between negative affect and job satisfaction.