Authentic Leadership and Whistleblowing: Mediating Roles of Psychological Safety and Personal Identification

Abstract

The issues of organizational wrongdoing damage organizational performance and limit the development of organizations. Although organizational members may know the wrongdoing and have the opportunity to blow the whistle, they would keep silent because of the interpersonal risks. However, leaders can play an important role in shaping employee whistleblowing. This study focuses on discovering the mechanisms of how authentic leaders influence employee whistleblowing with a sample from China. Results demonstrate that authentic leadership is positively related to internal whistleblowing. Team psychological safety partly mediates the relationship between authentic leadership and internal whistleblowing. Personal identification partly mediates the relationship between authentic leadership and internal whistleblowing. The study contributes to the extant theory by filling the gap between leadership and whistleblowing.

Authentic Leadership and Altruism: The Mediating Role of Meaningfulness

“…Ilies et al [10] discuss influence of authentic leadership on eudaemonic well-being. Positive relationship were found between authentic leadership and ethical leadership, organizational behavior, commitment, satisfaction, trust in leader, positive emotions, internal whistleblowing, innovation, creativity, moral courage, structural empowerment, self-related performance [3,8,9,14,18,19,20,21].…”

Whistleblowing Intentions Among Public Accountants in Indonesia: Testing for the Moderation Effects

“…Besides, according to data from the Association of Certified Fraud Examiner (ACFE), in 2015, Indonesia was one of five countries in the world experiencing the largest fraud cases after South Africa, India, Nigeria and China. This indicates that Indonesia provides the right setting for testing models of whistleblowing, while previous studies have also been conducted in Barbados (Alleyne 2016;Alleyne et al 2016), China (Liu et al 2015;Zhang et al 2009), South Africa (Maroun and Gowar 2013;Maroun and Solomon 2014), Turkey (Erkmen et al 2014;Nayir and Herzig 2012), New Zealand (Liyanarachchi and Newdick 2009), Taiwan (Hwang et al 2008), South Korea (Park and Blenkinsopp 2009), Ireland (Brennan and Kelly 2007), Australia (Cassematis and Wortley 2013; Liyanarachchi and Adler 2011), Germany (Pittroff 2014) and U.S (MacGregor and Stuebs 2014; Robinson et al 2012). However, research in Indonesia still leaves an empirical gap.…”

“…and employees (Cassematis and Wortley 2013;Liu et al 2015). However, few studies have used public accountants as a sample.…”

Whistleblowing dalam Tekanan Ketaatan dan Kepercayaan pada Pimpinan

“…Sebelum melakukan tindakan whistleblowing, seseorang akan melakukan analisis terlebih dahulu mengenai dampak yang akan terjadi jika tindakan tersebut dilakukan, dampak tersebut dapat berupa pembalasan atau diskriminasi baik di masa sekarang maupun di masa yang akan dating (Liu, Liao, & Wei 2015). Selain itu karyawan juga akan mengevaluasi tingkat kepercayaan yang dimilikinya terhadap pimpinan ketika akan melakukan tindakan whistleblowing (Liu, Liao, & Wei 2015).…”

“…Selain itu karyawan juga akan mengevaluasi tingkat kepercayaan yang dimilikinya terhadap pimpinan ketika akan melakukan tindakan whistleblowing (Liu, Liao, & Wei 2015).…”