The effect of ethical leadership on service recovery performance: A moderated mediation model of organizational virtuousness and trait mindfulness

Abstract

In the present study, we first examined the relationship between ethical leadership and frontline employees’ (FLEs’) service recovery performance (SRP) and then tested the mediating role of organizational virtuousness in the relationship between ethical leadership and SRP in service contexts. Finally, we examined the moderating effect of FLE trait mindfulness on the direct relationship between ethical leadership and organizational virtuousness, as well as the indirect relationship between ethical leadership and SRP, via organizational virtuousness. Three-waved survey data collected from 273 supervisor-employee dyads in different service sector organizations supported our hypothesized relationships. In addition to important theoretical implications, the study carries useful practical implications, particularly for managers who are concerned about improving SRP in the service contexts.

Mediating Effect of Organizational Virtuousness in Ethical Leadership and Organizational Citizenship Behavior Relationship: A Study of Higher Education Sector in Pakistan

“…These results are similar to the results of studies (Kooshki & Zeinabadi, 2016;Malik & Naeem, 2016;Nikandrou & Tsachouridi, 2015). These studies suggest that organizational virtuousness is characterized by virtues such as compassion, empathy, and altruism that are closely related to the behaviors associated with OCB, which include helping colleagues, volunteering for additional tasks, and going beyond the call of duty (Ma et al, 2022). These studies further demonstrate that employees' perceptions of the organization as virtuous and compassionate help them gauge OCB (Magnier-Watanabe et al, 2017).…”

The relationship between ethical leadership and nurse well‐being: The mediating role of workplace mindfulness

“…When employees feel that their leaders hold high standards of ethical and decent behaviour toward them, they are more likely to build a culture of mutual trust and support, and employees are more likely to be inspired to practice mindfulness; similarly, when employees have high levels of emotional intelligence and self-awareness, they are more likely to understand and respect others, leading to increased productivity and creativity of across the team. Meanwhile, this practice also helps leaders to better understand the needs and emotional state of their employees and to respond accordingly (Ma et al, 2022). Ethical leadership builds a positive relationship between leaders and employees with shared values, trust and mutual respect, which increases employee happiness and career satisfaction and helps reduce staff turnover (Stedham & Skaar, 2019).…”

Všímavosť a Rozvoj Všímavosti v Kontexte Manažérskej Pozície v Zamestnaní

“…Výsledky štúdie však nepotvrdili tento vzťah. Autori Ma et al (2022) zistili, že všímavosť ako osobnostná črta je prospešná pre organizácie zamerané na pohostinstvo, nakoľko všímavé osoby dokážu venovať pozornosť individuálnym rozdielom v procesoch výberu, hodnotenia a rozvoja. V organizáciách zameraných na servisné služby je podľa autorov prospešné zamestnávať ľudí s vysoko rozvinutou osobnostnou črtou všímavosti pretože organizácie by dokázali viac benefitovať z výhod etického vodcovstva.…”

“…Napriek tomu prinášajú výskumy popísané v kapitole výsledky prínosné informácie nielen pre manažérov samotných (Brooker et al, 2012;Ma et al, 2022;Roche et al, 2014;Sandberg et al, 2022;Santos et al, 2021), ale aj pre kolektív zamestnancov, ktorých manažér riadi (Bonde et al, 2022;Bonde et al, 2023;Nourafkan et al, 2022;Silva, 2022;Kuang et al, 2022;Ma et al, 2022). Všímavosť ako vlastnosť je na manažérskych pozíciach prospešná, pretože vďaka nej dokážu manažéri lepšie zvládať psychickú záťaž (Roche et al, 2014).…”