Overall justice and supervisor conscientiousness: Implications for ethical leadership and employee self‐esteem

Abstract

Research on organizational justice demonstrates its consistent effect on employee organization‐based self‐esteem. However, little research considers how organizational justice affects employee organization‐based self‐esteem and when the relationship is attenuated. In an effort to extend the research regarding this particular relationship, we draw on social cognitive theory to suggest that supervisors’ perceptions of overall organizational justice trickle down to impact employees’ organization‐based self‐esteem. Specifically, we propose that supervisory ethical leadership mediates this relationship. We also examine the moderating influence of supervisor conscientiousness on this proposed trickle‐down effect. We analyze these relationships in a multisource field study and find support for the mediating effect of supervisory ethical leadership and the proposed moderated mediation model. Theoretical and practical implications are discussed.

The impact of hindrance appraisals on leader bottom-line mentality: Implications for leadership drawbacks and the amplification effect of leader neuroticism.

“…First, a Harman’s single-factor test revealed that no factor explained the majority of variance (Williams et al, 1989) and seven eigenvalues had values greater than one. Researchers have commonly used this test (e.g., Huang et al, 2017; Letwin et al, 2016; Rice, Young, et al, 2020). Second, CFAs also revealed that our five-factor model had an acceptable fit (χ 2 = 891.49, d f = 454, p < .01; RMSEA = .10; SRMR = .09).…”

Explaining the relationship between ethical leadership and burnout facets in the academic context: the mediating role of illegitimate tasks

“…Another way of showing disrespect refers to acts that directly or indirectly contribute to someone's stress, for example when the superior causes additional work for their subordinates by not doing their own part properly or by not informing them sufficiently so that they cannot prepare for difficult situations in a proper way. As ethical leaders treat employees fairly, care for their concerns and display appropriate conduct (Rice et al , 2020), they are expected to avoid behavior that causes burnout and engage in behavior that promotes well-being. Research strongly suggests that people are highly concerned about being treated fairly and that unfair behavior impairs well-being (Meier et al , 2009).…”

Impact of employees’ perceived threat of market competition on unethical marketing and selling practices: Moral disengagement and ethical leadership

“…Third, we extended the role of ethical leadership in reducing the occurrence of unethical marketing and selling practices in response to perceived market competition via moral disengagement. Despite the growing importance of ethical leadership in business ethics literature (Mansur et al., 2020; Pircher Verdorfer & Peus, 2020; Rice et al., 2020), its role in sales literature as a boundary condition has not been widely examined (Badrinarayanan & Ramachandran, 2019; Schwepker, 2019; Wu, 2017). Hence, this study integrates ethical leadership with contextual and individual factors in a single model to advance our understanding of ethical leadership in the context of sales ethics.…”