Promoting Ethical and Prosocial Behavior: The Combined Effect of Ethical Leadership and Coworker Ethicality

O’Keefe, Damian F.; Messervey, Deanna; Squires, Erinn C.

doi:10.1080/10508422.2017.1365607

Cited by 22 publications

(19 citation statements)

References 50 publications

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“…Even though previous research [28] has generally provided insights into the utility of ethical leaders in the hospitality context, a critical question remains unanswerable for hospitality scholars: Are there actual benefits associated with ethical leadership in the hospitality context, beyond outcomes associated with the internal aspects of organizations, especially on important behaviors needed for the long-term survival of the industry (e.g., the citizenship behaviors of service employees directed toward customers)? [29]. The goal of hotel industries is to offer high standard services, and the provision of these services is more likely to be achieved when employees are supported by morally strong leaders.…”

Section: Ethical Leadership (El)mentioning

confidence: 99%

Unraveling the Effects of Ethical Leadership on Knowledge Sharing: The Mediating Roles of Subjective Well-Being and Social Media in the Hotel Industry

et al. 2020

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Given the pivotal function of ethical leadership (EL) in the hospitality industry, this study explains how moral guidance can help to reduce mental stress. The modern complex and hectic working style of organizations demands ethical conduct, in order to sustain the positive behavior of employees for knowledge sharing (KS). For this reason, in this study, we restrict our awareness to the usage of social media (SM) for social identity and aspects of subjective well-being (SWB) for happiness intensity. The time-lag method is applied for data collection from 406 supervisors and subordinates of the hotel industry in Pakistan. Partial least squares structural equation modeling (PLS-SEM) and bootstrapping are utilized to scan the data. The results of the current study demonstrate that ethical leadership provides motivational strength for knowledge sharing amongst employees. Moreover, the serial mediation effects of subjective well-being and social media boost knowledge sharing by the induction of ethical values. Our findings indicate that knowledge sharing is an important product of subjective well-being and social media. Therefore, we recommend that managers focus on ethical leadership values and employee well-being (e.g., life satisfaction), as well as highlight the individuality of employees to promote knowledge sharing. The presented research adds to the literature by establishing a new connection between ethical leadership and knowledge sharing by opening the black box of contextual (i.e., ethical leadership) and developmental (i.e., subjective well-being and social media) factors.

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Section: Ethical Leadership (El)mentioning

confidence: 99%

Unraveling the Effects of Ethical Leadership on Knowledge Sharing: The Mediating Roles of Subjective Well-Being and Social Media in the Hotel Industry

et al. 2020

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“…Following the social learning theory of Bandura [39], we proposed that ethical role modeling comes from leaders who influence the behaviors of employees. Early attempts on this relationship include Tan et al [41], O'Keefe et al [42], and Gerpott et al [43]. However, these studies are all on a single level.…”

Section: Discussionmentioning

confidence: 99%

“…Subsequently, subordinates emulate these behaviors and demonstrate OCB [41]. O'Keefe et al [42] found that ethical leadership interacts with coworker ethicality to predict employees' ethical intentions and OCB. Ethical leadership cultivates a sense of moral identity among employees and inspires followers to demonstrate more ethical behaviors, such as increasing their OCB [43].…”

Section: Ethical Leadership and Employees' Ocbmentioning

confidence: 99%

Improving Millennial Employees’ OCB: A Multilevel Mediated and Moderated Model of Ethical Leadership

Hahn

2021

IJERPH

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In the field of organizational behavior, the influence of leadership in organizations and the organizational citizenship behavior (OCB) of employees have always been two hot topics studied by scholars. However, previous studies have mainly examined the OCB of baby boomers and Generation Xers. With millennials now entering the workforce, they will highly likely not take the initiative to engage in OCB due to their different values. Scholars have found that millennials respond well to ethical leadership. Although this statement has a theoretical basis, empirical research regarding this topic is still insufficient. Thus, this study explores whether ethical leadership can effectively promote millennials’ OCB. Moreover, the mediating effect of group-level ethical climate and individual-level affective well-being, and the moderating effect of individual-level moral identity, were examined. The study hypotheses were verified based on 384 valid questionnaires collected from 61 teams using Mplus 8.3. The results showed that (1) ethical leadership was a positive predictor of millennials’ OCB; (2) ethical climate and affective well-being partially mediated the relationship between ethical leadership and OCB; and (3) moral identity moderated the relationship between ethical leadership and affective well-being and the indirect impact of ethical leadership on OCB. These findings provide empirical support for applying social learning theory, social information processing theory, and conservation of resources (COR)theory. This research also provides several managerial implications through which managers can more effectively improve the OCB of millennial employees.

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“…This attempt implies that prosocial behaviors and ethical cognition need to be integrated to better predict employee positive outcomes. In fact, a few previous works have already tried to put an individual’s prosocial behavior and moral cognition into one equation (e.g., [ 64 , 65 ]), but it is still far from conclusive in predicting how people behave when prosocial motivation interacts with ethical concerns.…”

Section: Discussionmentioning

confidence: 99%

Are Your Vitals OK? Revitalizing Vitality of Nurses through Relational Caring for Patients

2021

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This study offers an alternative approach to address on-going concerns about burnout of healthcare employees. Departing from the existing job-demand based approach proposing that healthcare employees’ burnout can be resolved by reducing demands, we theorize that patient-centered prosocial behavior, even if it often increases job demands, could serve as potential job resources that fuel positive energy to vitalize nurses at work. We further theorize that this possibility could be more pronounced among a group of nurses with a strong sense of ethical membership regarding their hospital (i.e., moral identification). To test our hypotheses, we used a sample of 202 nurses from 104 South Korean hospitals. We found that, even controlling for workloads as an indicator of job demand, nurses who engage in patient-centered prosocial behavior (i.e., relational caring) are likely to feel vitalized, and this pattern is more salient among a group of nurses with high moral identification. Results indicate that prosocial behavior could be an alternative job resource that helps nurses flourish at work.

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Promoting Ethical and Prosocial Behavior: The Combined Effect of Ethical Leadership and Coworker Ethicality

Cited by 22 publications

References 50 publications

Unraveling the Effects of Ethical Leadership on Knowledge Sharing: The Mediating Roles of Subjective Well-Being and Social Media in the Hotel Industry

Unraveling the Effects of Ethical Leadership on Knowledge Sharing: The Mediating Roles of Subjective Well-Being and Social Media in the Hotel Industry

Improving Millennial Employees’ OCB: A Multilevel Mediated and Moderated Model of Ethical Leadership

Are Your Vitals OK? Revitalizing Vitality of Nurses through Relational Caring for Patients

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