Effects of ethical leadership on emotional exhaustion in high moral intensity situations

What Makes Employees’ Work So Stressful? Effects of Vertical Leadership and Horizontal Management on Employees’ Stress

“…The results were consistent with prior studies in which ethical leadership relates negatively to stress reactions (e.g., Zheng et al, 2015), and these effects were mediated by mutual support. Further, the mediating effects were supported by bootstrap analyses and SEM, which suggested that these results were robust.…”

“…(Halbesleben et al, 2009). Ethical leaders show personal concern, respect, and support for followers (Kanungo and Conger, 1993;Treviño et al, 2003), share their power, and provide followers with voice (Yukl, 2006). These aspects of ethical leadership provide important resources to followers, helping them deal with strain in the workplace.…”

“…In addition, ethical leadership is positively related to task significance and job autonomy (Piccolo et al, 2010), task and contextual performance (Brown et al, 2005;Kalshoven and Boon, 2012), satisfaction (Brown et al, 2005), and organizational commitment (Den Hartog and De Hoogh, 2009). Furthermore, based on COR theory, Kalshoven and Boon (2012) and Zheng et al (2015) have found that by providing resources to followers, ethical leadership is positively related to followers' well-being and negatively related to followers' exhaustion. In the present study, depending on the definition of ethical leadership, and consistent with prior studies (e.g., Brown et al, 2005;Stouten et al, 2010), we used the followers' perception of ethical leadership to measure the ethical leadership.…”

Ethical employee behaviors in the consensus taxonomy of counterproductive work behaviors

“…Lab studies have also often considered locus of control as a predictor of unethical intentions and behaviors, likely due to the concentration of ethics research within management and economics departments, where this construct is popular. However, general locus of control consistently shows weak relations with unethical intentions and behaviors (Jones & Kavanagh, 1996;Moore et al, 2012;Pan & Sparks, 2012), similar to other work criteria (Judge & Bono, 2001 Kalshoven et al, 2011a;Zheng et al, 2015), and large relations with the compound personality trait integrity (r 5 .31;De Vries, 2012; integrity is a compound trait composed of Conscientiousness, Agreeableness, and Emotional Stability; Giordano, Ones, & Viswesvaran, 2017;Ones, 1993;Ones, Viswesvaran, & Schmidt, 1995).…”

“…Studies of ethical leadership have consistently found small relations with Agreeableness ( r ≈ .15) (De Vries, ; Kalshoven, Den Hartog, & De Hoogh, ), moderate relations with Conscientiousness ( r ≈ .20) (De Vries, ; Kalshoven et al, ; Zheng et al, ), and large relations with the compound personality trait integrity ( r = .31; De Vries, ; integrity is a compound trait composed of Conscientiousness, Agreeableness, and Emotional Stability; Giordano, Ones, & Viswesvaran, ; Ones, ; Ones, Viswesvaran, & Schmidt, ).…”