A Multilevel Analysis of the Relationship Between Ethical Leadership and Ostracism: The Roles of Relational Climate, Employee Mindfulness, and Work Unit Structure

Christensen-Salem, Amanda; Walumbwa, Fred O.; Babalola, Mayowa T.; Guo, Liang; Misati, Everlyne

doi:10.1007/s10551-020-04424-5

Cited by 56 publications

(46 citation statements)

References 68 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Table 1 presents descriptive statistics. Due to multiple parameters in the measurement model, relative to sample size, we followed previous research (e.g., Christensen-Salem et al, 2020;Ogunfowora et al, 2019) and created two parcels for each longer scale with more than four items (i.e., all our study variables) using random item distribution (Landis et al, 2000). The proposed six-factor model with supervisor BLM, trait competitiveness, perceived competitive climate, insomnia, and two components of thriving at work fit the data better (χ 2 = 107.29, df = 39, p < .001, CFI = .93, TLI = .89, RMSEA = .10, SRMR = .05) than alternative ones 2 .…”

Section: Analytical Strategy and Resultsmentioning

confidence: 99%

“…Due to multiple parameters in the measurement model, relative to sample size, we followed previous research (e.g. Babalola et al, 2019a;Christensen-Salem et al, 2020;Ogunfowora et al, 2019) and created two parcels for each longer scale with more than four items (i.e. all our study variables) using random item distribution (Landis et al, 2000).…”

Section: Analytical Strategy and Resultsmentioning

confidence: 99%

See 1 more Smart Citation

Thriving at work but insomniac at home: Understanding the relationship between supervisor bottom-line mentality and employee functioning

et al. 2020

Self Cite

View full text Add to dashboard Cite

Bottom-line mentality (BLM) describes a one-dimensional frame of mind revolving around bottom-line pursuits, which pervades most organizations today. But how does working with high BLM supervisors affect employees’ functioning both at work and at home? Guided by this question, we draw on social information processing theory and insights from the person-environment fit literature for a nuanced understanding of the effects of supervisor BLM. Using data from two field studies conducted in China (340 employees) and the United States (174 employees), we find that supervisor BLM increases employee perceptions of a competitive climate that ultimately increases employee thriving at work and insomnia outside work. We further find that employee trait competitiveness moderated the indirect relationship (via perceived competitive climate) between supervisor BLM and thriving at work but not for insomnia; employees high (versus low) in trait competitiveness were found to thrive at work under the competitive climate stimulated by high BLM supervisors. Taken together, our findings highlight the need for organizational leaders to be cautious of being too narrowly focused on bottom-line outcomes and aware of the wider implications of BLM on different domains of their employees’ lives.

show abstract

Section: Analytical Strategy and Resultsmentioning

confidence: 99%

Section: Analytical Strategy and Resultsmentioning

confidence: 99%

Thriving at work but insomniac at home: Understanding the relationship between supervisor bottom-line mentality and employee functioning

et al. 2020

Self Cite

View full text Add to dashboard Cite

show abstract

“…Second, we extend the peer abusive supervision literature by highlighting the unique role of witnessing abusive supervision in provoking harassment and ostracism behavior toward victim employees. We add to the limited research stream on the antecedents of peer harassment and ostracism (Christensen-Salem et al 2020). Third, although emerging work has demonstrated that abusive supervision can be directly and indirectly detrimental to victims' job performance (e.g., Harris et al 2007;Pan and Lin 2018), our study goes one step further by including both job performance and creative performance in the investigation, implying the generalization of our findings in two separate samples.…”

Section: Introductionmentioning

confidence: 75%

“…Both peer harassment and peer ostracism violate workplace norms of respect (Ferris et al 2017). Ideally, a leader enacting positive leadership (e.g., ethical leaders or transformational leadership) would condemn harassment and ostracism behavior because they are unethical and toxic to employee performance (Christensen-Salem et al 2020). However, when the leader him/herself is abusive to employees, it is unlikely that he/she would explicitly criticize peer employees' mistreatments.…”

Section: Peer Harassment and Peer Ostracism As Mediatorsmentioning

confidence: 99%

Auxiliaries to Abusive Supervisors: The Spillover Effects of Peer Mistreatment on Employee Performance

2021

View full text Add to dashboard Cite

An accumulating amount of research has documented the harmful effects of abusive supervision on either its victims or third parties (peer abusive supervision). The abusive supervision literature, however, neglects to investigate the spillover effects of abusive supervision through third-party employees' (i.e., peers') mistreatment actions toward victims. Drawing on social learning theory, we argue that third parties learn mistreatment behaviors from abusive leaders and then themselves impose peer harassment and peer ostracism on victims, thereby negatively affecting victims' performance. Further, we posit that, if a victim has a proactive personality, this will weaken these indirect, negative effects. We conducted two studies, both with three-wave longitudinal data, to verify the hypotheses. The results of Study 1 evidence the significant indirect effects of abusive supervision on employee creative performance via both peer harassment and peer ostracism. Contrary to our moderation hypothesis, the analysis shows that victims' proactive personality strengthens rather than weakens the negative indirect effects of peer harassment. Study 2 generally replicated the results of Study 1 with employee's objective job performance as outcome. Our research contributes to the abusive supervision literature by highlighting a social learning process of thirdparty peer mistreatment, suggesting a spillover channel of abusive supervision on the victim's performance.

show abstract

“…The ethical parts of ethical leadership centres around trustworthiness, genuineness, and judicious and principled basic leadership, Eubank, Christensen-Salem et al (2020). People learn from their leaders by watching those actions which are practiced repeatedly, what is compensated or acknowledged and what conduct prompts correction/punishment.…”

Section: Literature Review Ethical Leadershipmentioning

confidence: 99%

The Role of Ethical Leadership and Whistleblowing Intentions: Mediating Apparatus of Moral Identity

2021

aijhass

View full text Add to dashboard Cite

Separation of strategic approaches and morals prompted various business outrages and untrustworthy practices in working environments. This encouraged researchers and practice holders to examine significance of ethical quality at work environment. In particular, the job that moral chiefs play in advancing positive representative practices is urgent. This examination article has featured the part of moral innovators in molding whistleblowing goals of their subordinates. Alongside, this exploration article has likewise researched the part of good character. An aggregate of four speculations, analyzing the immediate impact of moral initiative on moral personality and whistleblowing expectations and meditational job of good character were proposed. This exploration article embraced a period slacked research article plan and gathered data from representative friend dyads at three focuses on schedule. Number of respondents was 214; Cross-sectional technique was used for data collection. Respondents were selected from different services organizations from Multan. Data was analysed on SPSS and AMOS. Results were obtained by applying reliability test, ANOVA, Correlation test, and regression test by using PROCESS Macro. Results gained verified that the role of ethical leaders in shaping moral identity of employees as well as their whistleblowing intentions. The findings suggest that employees working under ethical leaders are inclined to stand up against malevolent and unethical practices taking place at their workplace. Thus, organizations must hire leaders with higher ethical inclinations and also train the existing leaders about importance of ethics. Moreover, this research article has highlighted multiple avenues for future research.

show abstract

A Multilevel Analysis of the Relationship Between Ethical Leadership and Ostracism: The Roles of Relational Climate, Employee Mindfulness, and Work Unit Structure

Cited by 56 publications

References 68 publications

Thriving at work but insomniac at home: Understanding the relationship between supervisor bottom-line mentality and employee functioning

Thriving at work but insomniac at home: Understanding the relationship between supervisor bottom-line mentality and employee functioning

Auxiliaries to Abusive Supervisors: The Spillover Effects of Peer Mistreatment on Employee Performance

The Role of Ethical Leadership and Whistleblowing Intentions: Mediating Apparatus of Moral Identity

Contact Info

Product

Resources

About