The impact of ethical leadership on counterproductivity among cabin crews

Abstract

Underpinned by signalling theory, this study develops and tests a research model that posits personjob fit and person-organization fit as the mediators in the relationship between ethical leadership and counterproductive work behaviour. Through a quantitative research method and judgmental sampling, data were collected from 192 flight attendants in the private and public airline companies in Iran in three different waves. To control common method variance, this study applied procedural and statistical remedies. The results emerging from this study show that implementing ethical leadership behaviours by airline managers sends signals concerning ethical values of the organization among cabin crews which results in greater perceived ethical values fit in terms of person-organization and person-job fit. Cabin crews, who perceive high levels of fit with the job and the airline, are less expected to involve in counterproductive work behaviour. The study discusses theoretical implications and provides useful recommendations for managers in the airline industry.

A systematic review of ethical leadership in tourism and hospitality settings

“…Our review revealed that 20 quantitative studies used surveys on ethical leadership for data collection. The most popular measure of ethical leadership was Brown et al (2005) 10‐item scale, which was adopted by 18 empirical studies (Bouzari et al, 2020; Dhar, 2016; Eluwole et al, 2022; Fan et al, 2021; Garba et al, 2018; Hayat Bhatti et al, 2020; Javed et al, 2017, 2018; Kim & Brymer, 2011; Nazarian et al, 2021; Qin et al, 2014; Sarwar et al, 2020; Schwepker & Dimitriou, 2021; Tang et al, 2015; Tarkang Mary & Ozturen, 2019; Wang & Xu, 2021; Wood et al, 2021; Yeşiltaş & Tuna, 2018). One study used a five‐item survey developed specifically for the research (Khuong & Nhu, 2015).…”

“…It was found that researchers explored and investigated the relationship between ethical leadership and its positive outcomes at individual, team and organisational levels. The effectiveness of ethical leadership was the outcome of testing several variables in the field of tourism and hospitality: customer‐oriented behaviour, obligation, organisational trust, service recovery performance, the alleviation of absenteeism, job satisfaction, organisational commitment, compliance intention, a high‐quality relationship with employees, innovative service behaviour, employees' customer‐oriented behaviour, work engagement, leadership trust, employees' commitment, creativity, psychological empowerment, employees' psychological ownership, organisational justice, employee loyalty, person‐job fit and person‐organisation fit, counterproductive work behaviour, customer‐oriented climate, ethical values and commitment to service quality (Bouzari et al, 2020; Dhar, 2016; Dimitriou & Schwepker, 2019; Eluwole et al, 2022; Fan et al, 2021; Garba et al, 2018; Javed et al, 2017, 2018; Kim & Brymer, 2011; Qin et al, 2014; Tarkang Mary & Ozturen, 2019; Wang & Xu, 2021).…”

“…Low Bouzari et al (2020) Ethical leadership had a significant role in fostering customeroriented climate, commitment to service quality and ethical values person-to-organisation fit.…”

“…The outcome of ethical leadership involved similarities and differences between and within countries. values and commitment to service quality (Bouzari et al, 2020;Dhar, 2016;Dimitriou & Schwepker, 2019;Eluwole et al, 2022;Fan et al, 2021;Garba et al, 2018;Javed et al, 2017Javed et al, , 2018Kim & Brymer, 2011;Qin et al, 2014;Tarkang Mary & Ozturen, 2019;Wang & Xu, 2021).…”

A confirmatory factor analytic study of a counterproductive work behaviour measure in Zimbabwe

“…Counterproductive work behaviour has been found to have negative relationships with several organisational factors like ethical leadership (Bouzari et al, 2020), whereby employees refrain from engaging in harmful acts based on the normative standards created by the leaders. The perception of ethical leadership increases the employees' inclination to report problems to management and inspire altruistic behaviours owing to the fair and trustworthy environment (Zhang & Zhao, 2015).…”