Discouraging Bullying: The Role of Ethical Leadership and its Effects on the Work Environment

Abstract

bullying, ethical leadership, workload, work conditions,

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

“…An increasing amount of research has supported the significant impact of ethical leadership (Brown, Treviño, & Harrison, 2005), on follower outcomes, including follower job performance (Piccolo, Greenbaum, Hartog, & Folger, 2010;Walumbwa, Morrison, & Christensen, 2012;Walumbwa, Mayer, Wang, Wang, Workman, & Christensen, 2011) , voice (Avey, Palanski, & Walumbwa, 2011;Brown, et al, 2005;Walumbwa & Schaubroeck, 2009), and other positive (Kacmar, Bachrach, Harris, & Zivnuska, 2011;Mayer, Aquino, Greenbaum, & Kuenzi, 2012;Mayer, Kuenzi, Greenbaum, Bardes, & Salvador, 2009;Schaubroeck, Hannah, Avolio, Kozlowski, Lord, Trevino, Dimotakis, & Peng, 2012), and negative behaviors (Mayer et al, 2012;Stouten et al, 2010). Recently, more attention has been paid to understanding the mediating mechanisms that underlie these relationships.…”

“…Keywords: Ethical leadership; relational identification; organizational identification; voice; implicit theory of morality (Mayer et al, 2012;Stouten et al, 2010). Recently, more attention has been paid to understanding the mediating mechanisms that underlie these relationships.…”

“…Using a Romanian sample of 302 followers under the supervision of 27 leaders, we found that ethical leadership has an indirect effect on follower job performance and voice (through the mediating mechanisms of both organizational and relational identifications) and that these relationships are stronger for followers who held the implicit theory that a person's moral character is fixed. Theoretical and practical implications are discussed.Keywords: Ethical leadership; relational identification; organizational identification; voice; implicit theory of morality (Mayer et al, 2012;Stouten et al, 2010). Recently, more attention has been paid to understanding the mediating mechanisms that underlie these relationships.…”

A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions

“…Either implicitly or explicitly, leaders communicate the core values that shape the behaviors of employees. On the other hand, when leaders fail to communicate positive values or fail to act on situations that violate them, the quality of the psychosocial work environment deteriorates and employee performance and wellbeing suffer (Ingersoll, Olsan, Drew-Cates, DeVinney & Davies, 2002;Kelloway & Day, 2005;Stouten et al, 2010). Positive supportive leadership is critical to promoting effective working relationships among employees (Burke et al, 2006;Kuoppala, et al, 2008;Wendt, Frisina, & Rothgang, 2009).…”

“…Recent research has shown that supportive leadership styles tend to be associated with lower levels of workplace bullying (Hauge, Skögstad & Einarsen, 2007;Hauge at al. 2011;Hoel, Glaso, Cooper, & Einarsen, 2010;Stouten et al, 2010). For example Hauge et al (2007) and Hoel et al (2010) found that negative and what are often labelled 'non-leadership' behaviors (laissez-faire and non-contingent leadership) encourage workplace bullying, whereas positive, relationally-focused leadership styles,…”