The Importance of Ethical Leadership in Employees’ Value Congruence and Turnover

Tang, Guiyao; Cai, Zhenyao; Liu, Zhiqiang; Hong, Zhu; Yang, Xin; Ji, Li

doi:10.1177/1938965514563159

Cited by 43 publications

(53 citation statements)

References 58 publications

(97 reference statements)

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“…This fills a gap in the pertinent literature because it verifies a link that has been implicated in many previous studies as an important explanatory factor of leadership in general and moral forms of leadership in particular (Brown & Mitchell, ). The examination of ethical value congruence represents a particularly meaningful asset of our study, since prior research in this field has usually examined general value congruence which, however, does not necessarily entail congruent ethical values (Tang et al, ). An important empirical contribution that is related to this is that the effects of moral person behaviors on followers' ethical value congruence and openness to ethical influence go beyond what transformational leadership offers.…”

Section: Discussionmentioning

confidence: 99%

Leading by example: Testing a moderated mediation model of ethical leadership, value congruence, and followers' openness to ethical influence

Verdorfer

Peus

2019

Business Ethics: A Eur Rev

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In this study, we investigate a key question of ethical leadership theory: Are ethical leaders able to gain followers' openness to their ethical influence? When describing ethical leadership, we distinguish between leaders’ moral person behavior (i.e., behaviors that are normatively appropriate) and moral management (i.e., using position power to reinforce ethical standards). We then draw on mechanisms of social learning and social exchange and test a moderated mediation model. It is predicted that the effect of leaders' moral person behavior on followers’ openness to ethical influence is mediated by leader‐follower ethical value congruence. Moreover, we examine whether moral management amplifies the effects of moral person behavior. For hypothesis testing, existing measures from the literature are integrated to operationalize four underlying normative reference points of leaders' moral person behavior: humane, justice, responsibility/sustainability, and moderation orientation. After establishing the psychometric properties of this integrative measure, the main hypotheses are tested in two separate studies. While results showed a positive effect of leaders' moral person behavior on followers' openness to ethical influence through ethical value congruence, the moderating effect of moral management was, contrary to our expectation, negative. With this, our study contributes to a better understanding of the mechanisms of ethical leadership.

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Section: Discussionmentioning

confidence: 99%

Leading by example: Testing a moderated mediation model of ethical leadership, value congruence, and followers' openness to ethical influence

Verdorfer

Peus

2019

Business Ethics: A Eur Rev

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“…As a behavioral perspective of strategy HRM, GHRM reflected the company's green strategy and stimulated employees' green passion, which was beneficial to help the firms to gain green creativity and competitiveness by enhancing employees' ability, motivation, and opportunity to generate new ideas. This contribution is an effective supplement for current GHRM literature which is largely under-theorized, and prior studies tend to simply consider the combination of the existence of green elements and HRM [82,83].…”

Section: Implications For Theoriesmentioning

confidence: 99%

The Continuous Mediating Effects of GHRM on Employees’ Green Passion via Transformational Leadership and Green Creativity

et al. 2018

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Responding to environmental challenges is a new manifestation of innovation for organizations, which enables firms to gain competitive advantages by conducting innovative activities for not only themselves, but also for the whole society. In this context, much attention has been paid to “green creativity.” However, few studies have explored the impact of green creativity from the perspective of interactions between individuals and organizational contexts. Therefore, we aimed to explain the variance in employees’ green creativity by examining three factors outside the organizational context: transformational leadership, green human resource management (GHRM), and individual factors including employees’ green passion. Drawing from the ability–motivation–opportunity theory, we found that transformational leaders can inspire employees’ green passion through influencing GHRM, and ultimately positively affect employees’ green creativity. Data collected from two sources (employees and human resources managers) in medical firms in northeast China at two time points demonstrated the important effects of transformational leadership, GHRM, and employees’ green passion on green creativity, thus offering new theoretical insights and practical suggestions.

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“…Simons and Roberson (2003) reveal that perceptions of procedural and interactional justice affect organizational commitment and volunteer behaviours positively, but they have negative effect on intention to leave the job in the research conducted on hotel employees working in different departments. Tang et al (2015) ascertained that there was a positive relationship between ethical leadership behaviour and leader-member value congruence; there was a negative relationship between intention to leave and leader-member value congruence in the research conducted on restaurant employees in China. Also, it was stated that value congruence had a mediating role on the relationship between ethical leadership behaviour and intention to leave the job.…”

Section: Discussionmentioning

confidence: 94%

The Role of Managers Ethical Leadership Behaviour on Hotel Employees Perception of Organizational Justice

Koçoğlu

Yumuk²

2019

isarder

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The purpose of the research is to reveal the role of managers' ethical leadership behaviours on the employees' perceptions of organizational justice in five-star hotels in Ankara. Design/Methodology/Approach-Quantitative research method was used and it was benefited from questionnaire technique in data gathering in this study. Data was gathered by means of a questionnaire from 398 participating employees working in 9 five-star hotel businesses in Ankara. Findings: It was determined that managers exhibited behaviours within the framework of ethical principles and this situation affected the employees' perception of justice positively in the organization. Also, it was suggested that ethical leadership behaviour affected distributive justice mostly. Discussion-It is thought that the research will make contributions to hotel managers about human resources management. The important limitation of the research constituted that it was only conducted on the hotel employees in five-star hotels in Ankara. For future researches, it will be beneficial that determining different destinations and tourism establishments as application field will provide opportunity for evaluate the topic thoroughly.

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The Importance of Ethical Leadership in Employees’ Value Congruence and Turnover

Cited by 43 publications

References 58 publications

Leading by example: Testing a moderated mediation model of ethical leadership, value congruence, and followers' openness to ethical influence

Leading by example: Testing a moderated mediation model of ethical leadership, value congruence, and followers' openness to ethical influence

The Continuous Mediating Effects of GHRM on Employees’ Green Passion via Transformational Leadership and Green Creativity

The Role of Managers Ethical Leadership Behaviour on Hotel Employees Perception of Organizational Justice

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