Ethical leadership and employee unethical behavior: a dual-processing model

Gan, Chenjing; Cheng, Chi‐Ying; Chai, Yandong; Yang, Linbo

doi:10.1108/md-05-2022-0694

Cited by 5 publications

(2 citation statements)

References 51 publications

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“…The results revealed that all 35 items formed five distinct factors (job performance, seven items; perceived internal CSR, five items; perceived external CSR, ten items; perceived organizational support, eight items; collectivism, five items). The confirmatory factor analysis model also demonstrated acceptable model fit ( χ 2 /df = 1.21, RMSEA = 0.03, CFI = 0.97, IFI = 0.97, TLI = 0.97, SRMR = 0.05, p ＜ 0.01) (Gan et al. , 2023; Bagozzi and Yi, 2012; Hu and Bentler, 1999).…”

Section: Resultsmentioning

confidence: 82%

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Micro understanding of the macro: employee perception, corporate social responsibility and job performance

Wang,

Zhang,

et al. 2024

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PurposeThis study was aimed at obtaining a micro understanding of corporate social responsibility (CSR) by investigating the effect of perceived CSR on job performance. Especially, an attempt is made to explore the mediating role of perceived organizational support and the moderating role of collectivism on the relationship between perceived CSR and job performance.Design/methodology/approachThis study collected questionnaire data from 219 employees of Chinese manufacturing firms, then used hierarchical multiple regression analysis to test our theoretical model.FindingsOur empirical results demonstrate that perceived internal and perceived external CSR are positively associated with job performance. In addition, perceived organizational support mediates the relationship between perceived CSR and job performance, and collectivism positively moderates the relationship between perceived external CSR and perceived organizational support.Practical implicationsThis study highlights the importance of adopting various strategies to conduct CSR practices, enhancing perceived organizational support and leveraging employee collectivism, which would be beneficial to improve job performance.Originality/valueThis study reveals employees’ underlying attitudes and behaviors responses to perceived CSR, thereby deepening the micro understanding of CSR. In addition, it extends the literature on social exchange theory by dividing perceived CSR into perceived internal and perceived external CSR and exploring their separate effects on job performance. Moreover, the study reveals the mediating role of perceived organizational support and the moderating role of collectivism, enriching the knowledge based on social exchange theory.

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Section: Resultsmentioning

confidence: 82%

“…The confirmatory factor analysis model also demonstrated acceptable model fit (χ 2 /df 5 1.21, RMSEA 5 0.03, CFI 5 0.97, IFI 5 0.97, TLI 5 0.97, SRMR 5 0.05, p ＜ 0.01) (Gan et al, 2023;Bagozzi and Yi, 2012;Hu and Bentler, 1999).…”

Section: Regression Analysismentioning

confidence: 81%

Micro understanding of the macro: employee perception, corporate social responsibility and job performance

Wang,

Zhang,

et al. 2024

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Avoiding critical entrepreneurial cognitive errors through linear/nonlinear thinking style balance

Groves,

Vance

2024

Journal of Small Business Management

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Religiosity as a buffer against the impact of abusive supervision on employee unethical behavior: a moderated mediation model

Arshad,

Qasim,

Reynaud

et al. 2024

LODJ

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PurposeThis research seeks to examine the mitigating effect of religiosity on the relationship between abusive supervision and unethical behavior in employees, with moral disengagement serving as a mediating factor. Drawing on social cognitive theory, the study proposes an overarching moderated mediation framework to analyze this complex dynamic.Design/methodology/approachThe testing of the model was based on hierarchical data obtained from 70 work units in services sector. Within this framework, 70 supervisors evaluated the unethical conduct of employees, while 700 employees assessed the abusive supervision they experienced and reported on their own moral disengagement and religiosity. For the analysis of both the measurement and the hypothesized models, multilevel modeling techniques in the Mplus software were utilized.FindingsThe study's findings indicate a direct positive link between abusive supervision and employees' unethical behavior, with moral disengagement mediating this relationship. Furthermore, the research discovered that abusive supervision leads to unethical behavior in employees through moral disengagement only in instances where their religiosity is low.Originality/valueThis research delves deeper by elucidating the role of moral disengagement in the dynamic between abusive supervision and unethical behavior. Diverging from prior research, this study uniquely highlights the moderating role of religiosity, showing its potential to weaken the impact of abusive supervision on unethical behavior in employees through moral disengagement.

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Ethical leadership and employee unethical behavior: a dual-processing model

Cited by 5 publications

References 51 publications

Micro understanding of the macro: employee perception, corporate social responsibility and job performance

Micro understanding of the macro: employee perception, corporate social responsibility and job performance

Avoiding critical entrepreneurial cognitive errors through linear/nonlinear thinking style balance

Religiosity as a buffer against the impact of abusive supervision on employee unethical behavior: a moderated mediation model

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