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  1. The Mirage of Procedural Justice and the Primacy of Interactional Justice in Organizations.Rasim Serdar Kurdoglu - 2020 - Journal of Business Ethics 167 (3):495-512.
    This paper offers a novel situational approach to study organizational justice in which the proposed unit of analysis is managerial behavior manifested in argumentation rather than employee justice perceptions. The currently dominant theoretical framework in justice research, which is built on justice perceptions, neglects the unique features of organizational order and vulnerability of procedural justice perceptions. As the procedural justice concept belongs chiefly to a spontaneous market order under which the rule of law is made possible, it is inappropriate to (...)
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  • Doing It Purposely? Mediation of Moral Disengagement in the Relationship Between Illegitimate Tasks and Counterproductive Work Behavior.Lijing Zhao, Long W. Lam, Julie N. Y. Zhu & Shuming Zhao - 2022 - Journal of Business Ethics 179 (3):733-747.
    Employees perceive illegitimate tasks as inappropriate assignments because such tasks are beyond what they expect to do in any given job position. Extant literature indicates that, in addition to creating psychological strain and reducing well-being, illegitimate task assignments can result in counterproductive work behavior. This study extends the literature by examining whether illegitimate tasks may lead to two specific forms of CWB targeting organizations: destructive voice and time theft. To understand how and when this happens, we investigate the mediating role (...)
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  • Effects of Responsible Human Resource Management Practices on Female Employees’ Turnover Intentions.Dan Nie, Anna-Maija Lämsä & Raminta Pučėtaitė - 2018 - Business Ethics: A European Review 27 (1):29-41.
    This study focuses on the effects of socially responsible human resource management practices on female employees’ turnover intentions and the moderating effect of supervisor gender on this relationship. With a sample of 212 female employees from eight different industries in Finland, the results indicate that SR-HRM practices promoting equal career opportunities and work–family integration play a significant role in reducing women's turnover intentions. The study adds to the academic discourse of corporate social responsibility by highlighting the impact of the organizational-level (...)
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  • Supervisor Abuse Effects on Subordinate Turnover Intentions and Subsequent Interpersonal Aggression: The Role of Power-Distance Orientation and Perceived Human Resource Support Climate.Orlando C. Richard, O. Dorian Boncoeur, Hao Chen & David L. Ford - 2020 - Journal of Business Ethics 164 (3):549-563.
    Despite mounting evidence that abusive supervision triggers interpersonal aggression, much remains unknown regarding the underlying causal mechanisms within this relationship. We explore the role of turnover intentions as a mediator in the relationship between abusive supervision and subsequent supervisor-rated interpersonal aggression. We use a sample of 324 supervisor–subordinate dyads from nine organizations and find support for this mediation effect. Furthermore, we find that power-distance orientation and perceived human resource support climate, as important boundary conditions, independently interact with abusive supervision to (...)
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  • Struggling to Stay Engaged During Adversity: A Daily Investigation of Frontline Service Employees’ Job Insecurity and the Moderating Role of Ethical Leader Behavior.Sang-Hoon Lee, Won-Moo Hur & Yuhyung Shin - forthcoming - Journal of Business Ethics:1-15.
    Drawing on conservation of resources theory, this study examined the moderating role of ethical leader behavior in the effects of daily perceived job insecurity on work outcomes the next day through occupational regret the next morning among frontline service employees working in adverse work situations. Using experience sampling method, data were collected from 135 frontline service employees across five consecutive workdays. The results showed that daily perceived job insecurity had a negative indirect effect on work engagement and customer-directed helping the (...)
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  • A Difficult Burden to Bear: The Managerial Process of Dissonance Resolution in the Face of Mandated Harm-Doing.Meena Andiappan & Lucas Dufour - 2017 - Journal of Business Ethics 141 (1):71-86.
    This conceptual paper draws on cognitive theory and attribution theory to develop a process model of managerial dissonance and responsibility attribution after harm-doing. Although extant harm-doing literature assumes managerial backing for such decisions, this study suggests that there will, at times, be acts of organizationally mandated harm-doing that managers believe are unnecessary. In these cases, it is proposed that managers will experience dissonance from enacting the harm-doing event, resulting in the externalization of responsibility to either the organization or the harm-doing (...)
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  • Work–Family Effects of Ethical Leadership.Yi Liao, Xiao-Yu Liu, Ho Kwong Kwan & Jinsong Li - 2015 - Journal of Business Ethics 128 (3):535-545.
    This study examined the relationship between ethical leadership as perceived by employees and the family satisfaction of the employees’ spouses. It also considered the mediating role of the employees’ ethical leadership in the family domain as perceived by their spouses, and the moderating role of the employees’ identification with leader. The results, which were based on a sample of 193 employee–spouse dyads in China, indicated that employees’ perceptions of ethical leadership in the workplace positively influenced their spouses’ family satisfaction. Moreover, (...)
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  • Why and When Employees Like to Speak Up More Under Humble Leaders? The Roles of Personal Sense of Power and Power Distance.Xiaoshuang Lin, Zhen Xiong Chen, Herman H. M. Tse, Wu Wei & Chao Ma - 2019 - Journal of Business Ethics 158 (4):937-950.
    Research investigating the underlying mechanisms and boundary conditions under which leader humility influences employee voice remains underdeveloped. Drawing from approach–inhibition theory of power and leader humility literature, we developed a moderated-mediation model in which personal sense of power was theorized as a unique mechanism underlining why employees feel motivated to speak up under the supervision of humble leaders. Additionally, the cultural value of power distance was proposed to be a relevant boundary condition to influence such relationship. We tested the model (...)
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  • A Meta-Analytic Review of Ethical Leadership Outcomes and Moderators.Akanksha Bedi, Can M. Alpaslan & Sandy Green - 2016 - Journal of Business Ethics 139 (3):517-536.
    A growing body of research suggests that follower perceptions of ethical leadership are associated with beneficial follower outcomes. However, some empirical researchers have found contradictory results. In this study, we use social learning and social exchange theories to test the relationship between ethical leadership and follower work outcomes. Our results suggest that ethical leadership is related positively to numerous follower outcomes such as perceptions of leader interactional fairness and follower ethical behavior. Furthermore, we explore how ethical leadership relates to and (...)
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  • Leaders’ Core Self-Evaluation, Ethical Leadership, and Employees’ Job Performance: The Moderating Role of Employees’ Exchange Ideology.Jaehyung Ahn, Soojin Lee & Seokhwa Yun - 2018 - Journal of Business Ethics 148 (2):457-470.
    With the increasing demand for ethical standards in the current business environment, ethical leadership has received particular attention. Drawing on self-verification theory and social exchange theory, this study investigated the effect of leaders’ core self-evaluation on the display of ethical leadership and the moderating role of employees’ exchange ideology in the relationship between ethical leadership and employees’ job performance. Consistent with the hypotheses, the results from a sample of 225 dyads of employees and their immediate leaders showed a positive relationship (...)
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  • Ethical Leadership and Team-Level Creativity: Mediation of Psychological Safety Climate and Moderation of Supervisor Support for Creativity.Yidong Tu, Xinxin Lu, Jin Nam Choi & Wei Guo - 2019 - Journal of Business Ethics 159 (2):551-565.
    This study explores how and when ethical leadership predicts three forms of team-level creativity, namely team creativity, average of member creativity, and dispersion of member creativity. The results, based on 230 members of 44 knowledge work teams from Chinese organizations, showed that ethical leadership was positively related to team creativity and average of member creativity but was negatively related to dispersion of member creativity. Consistent with the predictions of uncertainty reduction theory, psychological safety climate mediated the relationship between ethical leadership (...)
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  • Ethical Leadership and Loyalty to Supervisor in China: The Roles of Interactional Justice and Collectivistic Orientation.Huaiyong Wang, Guangli Lu & Yongfang Liu - 2017 - Journal of Business Ethics 146 (3):529-543.
    This study examines the relation of ethical leadership with loyalty to supervisor, as well as mediating and moderating variables of this relation by proposing a moderated mediation model. Specifically, we employed time-lagged research design to collect two waves of data from 395 supervisor-subordinate dyads in 74 teams, and used multilevel structural equation modeling to test the moderated mediation model. Results indicated that ethical leadership was positively related to loyalty to supervisor, interactional justice mediated the relationship between ethical leadership and loyalty (...)
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  • CEO Ethical Leadership and Corporate Social Responsibility: A Moderated Mediation Model.Long-Zeng Wu, Ho Kwong Kwan, Frederick Hong-kit Yim, Randy K. Chiu & Xiaogang He - 2015 - Journal of Business Ethics 130 (4):819-831.
    This study examined the relationship between CEO ethical leadership and corporate social responsibility by focusing on the mediating role of organizational ethical culture and the moderating role of managerial discretion. Based on a sample of 242 domestic Chinese firms, we found that CEO ethical leadership positively influences corporate social responsibility via organizational ethical culture. In addition, moderated path analysis indicated that CEO founder status strengthens while firm size weakens the direct effect of CEO ethical leadership on organizational ethical culture and (...)
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  • Examining the Impact of Ethical Leadership and Organizational Justice on Employees’ Ethical Behavior: Does Person–Organization Fit Play a Role?Hussam Al Halbusi, Kent A. Williams, Hamdan O. Mansoor, Mohammed Salah Hassan & Fatima Amir Hammad Hamid - 2020 - Ethics and Behavior 30 (7):514-532.
    ABSTRACT Leadership studies on corporate ethical behavior and practices have grown considerably, contributing significant knowledge on ethical leadership challenges that are organizational and industry focused. However, complex socio-ecological systems are placing pressure on organizational culture and old patterns of leadership behavior that play a role in organizational justice. In this study, we argue that scholars of business ethics must consider the role of organizational justice and use person-organization fit. To address this, our study investigates the mediating effect of organizational justice (...)
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  • How CEO Ethical Leadership Influences Top Management Team Creativity: Evidence From China.Jinguo Zhao, Wei Sun, Shujie Zhang & Xiaohong Zhu - 2020 - Frontiers in Psychology 11.
  • How Ingratiation Links to Counterproductive Work Behaviors: The Roles of Emotional Exhaustion and Power Distance Orientation.Miao Yan, Yu-Ping Xie, Jun Zhao, Yong-jun Zhang, Mohsin Bashir & Ying Liu - 2020 - Frontiers in Psychology 11.
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  • Does Differentiated Leadership Threaten Who I Am? Introducing a Self-Verification Perspective to Explain the Curvilinear Effect of Differentiated Empowering Leadership.Shaolong Li, Shudi Liao, Fang Sun & Zhiwen Guo - 2019 - Frontiers in Psychology 10.
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  • Linking Ethical Leadership to Employees’ Organizational Citizenship Behavior: Testing the Multilevel Mediation Role of Organizational Concern.Shenjiang Mo & Junqi Shi - 2017 - Journal of Business Ethics 141 (1):151-162.
    This study empirically examined the propositions that ethical leadership is related to employees’ organizational citizenship behavior through two psychological mechanisms: a social learning mechanism, where employees emulate their supervisor’s behavior such as caring about their organization; and a social exchange mechanism that links ethical leadership to perceived procedural justice and employee’s organizational concern. Our theoretical model was tested using data collected from employees in a pharmaceutical retail chain company. Analyses of multisource time-lagged data from 93 team supervisors and 486 employees (...)
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  • How do Culture, Individual Traits, and Context Influence Koreans’ Interpersonal Arguing? Toward a More Comprehensive Analysis of Interpersonal Arguing.Youllee Kim, Sungeun Chung & Dale Hample - 2020 - Argumentation 34 (2):117-141.
    This research explores the dynamics of interpersonal arguing in South Korea by considering cultural influence, individual traits, and contexts. In a cross-cultural study where Koreans were compared to U.S. Americans on basic measures of argument orientations, several interesting contrasts emerged, along with considerable similarity. Koreans evaluated conflicts more positively than Americans even though they were more worried about the relational consequences of arguing. Within the Korean sample, sex difference was pronounced. Study 2 found that power distance orientation was critical individual-level (...)
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  • Abuse in the Name of Injustice: Mechanisms of Moral Disengagement.Raymond Loi, Angela J. Xu & Yan Liu - 2015 - Asian Journal of Business Ethics 4 (1):57-72.
    Grounded in Bandura’s social cognitive theory of moral thought and action, we develop a conceptual model linking supervisors’ perceptions of organizational injustice and abusive supervision with moral disengagement mechanisms acting as the underlying process. Specifically, we elaborate why and how supervisors’ experiences of each type of injustice would trigger their adoption of distinctive moral disengagement mechanisms, which in turn lead to their abusive supervisory conduct. The present conceptual model sheds new light on linking organizational injustice to abusive supervision from a (...)
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  • Procedural Justice and Employee Engagement: Roles of Organizational Identification and Moral Identity Centrality.Hongwei He, Weichun Zhu & Xiaoming Zheng - 2014 - Journal of Business Ethics 122 (4):681-695.
    Workplace procedural justice is an important motivator for employee work attitude and performance. This research examines how procedural justice affects employee engagement. We developed three propositions. First, based on the group engagement model, we hypothesized that procedural justice enhances employee engagement through employee organizational identification. Second, employees with stronger moral identity centrality are more likely to be engaged in their jobs. Third, procedural justice compensates for the effect of moral identity centrality on employee engagement. Specifically, when procedural justice is higher, (...)
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  • The Interactive Effects of Behavioral Integrity and Procedural Justice on Employee Job Tension.Martha C. Andrews, K. Michele Kacmar & Charles Kacmar - 2015 - Journal of Business Ethics 126 (3):1-9.
    Using data collected from 280 full-time employees from a variety of organizations, this study examined the effects of employee perceptions of the behavioral integrity (BI) of their supervisors on job tension. The moderating effect of procedural justice (PJ) on this relationship also was examined. Substitutes for leadership theory (Kerr and Jermier, 1978) and psychological contract theory (Rousseau, Empl Responsib Rights J 2:121–139, 1989) were used as the theoretical foundations for the hypothesized relationships. Results indicated a negative relationship between BI and (...)
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  • Ethical Leadership Behavior and Employee Justice Perceptions: The Mediating Role of Trust in Organization.Angela J. Xu, Raymond Loi & Hang-yue Ngo - 2016 - Journal of Business Ethics 134 (3):493-504.
    Using data collected at two phases, this study examines why and how ethical leadership behavior influences employees’ evaluations of organization-focused justice, i.e., procedural justice and distributive justice. By proposing ethical leaders as moral agents of the organization, we build up the linkage between ethical leadership behavior and the above two types of organization-focused justice. We further suggest trust in organization as a key mediating mechanism in the linkage. Our findings indicate that ethical leadership behavior engenders employees’ trust in their employing (...)
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