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 (...) its indirect effect on corporate social responsibility. Theoretical and managerial implications of these results are discussed. (shrink)

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, (...) employees’ ethical leadership in the family domain mediated this relationship. Furthermore, whereas identification with leader strengthened the relationship between the employees’ perceptions of ethical leadership in the workplace and their ethical leadership demonstrations in the family domain, it weakened the relationship between their ethical leadership demonstrations in the family domain and their spouses’ family satisfaction. The theoretical and managerial implications of these findings are discussed. (shrink)

In this study, we examined the relationship between workplace negative gossip, as perceived by the targets, and proactive behavior by focusing on the mediating role of the target’s emotional exhaustion and the moderating role of the target’s traditionality. Our results from dyadic data on 234 supervisor–subordinate relationships in China revealed that workplace negative gossip was negatively related to proactive behavior; emotional exhaustion mediated this relationship; and traditionality strengthened both the relationship between workplace negative gossip and emotional exhaustion and the indirect (...) effect of workplace negative gossip on proactive behavior via emotional exhaustion. Our findings have a number of theoretical and practical implications for the research on mistreatment and proactive behavior. (shrink)

This study examined the relationship between workplace sexual harassment as perceived by female employees and the family satisfaction of their husbands. It also considered the mediating roles of employees’ job tension and work-to-family conflict and the moderating role of employees’ work–home segmentation preference in this relationship. The results, based on data from 210 Chinese employee–spouse dyads collected at four time points, indicated that employees’ perceptions of sexual harassment were positively related to their job tension, which in turn increased WFC. Moreover, (...) WFC was negatively related to spouse family satisfaction. The negative relationship between sexual harassment and spouse family satisfaction was mediated by employees’ job tension and WFC. Finally, work–home segmentation preference attenuated the relationship between job tension and WFC. Our results provided insightful theoretical contributions and managerial implications for the sexual harassment and work–family literatures. (shrink)

The present study investigated the crossover effects of employee perceptions of servant leadership and job social support on the family satisfaction and quality of family life experienced by the employees’ spouses. These effects were explored through a focus on the mediating role of employee organization-based self-esteem. Results from a three-wave field survey of 199 employee–spouse dyads in the People’s Republic of China support our hypotheses, indicating that OBSE fully mediates the positive effects of servant leadership and job social support on (...) family satisfaction and quality of family life. These findings provide new theoretical directions for work–family research. (shrink)

This study examined how servant leadership influences employees in terms of work-to-family conflict and work-to-family positive spillover. These effects were explored through a focus on the mediating roles of emotional exhaustion and personal learning. The results, which were based on time-lagged data collection in China, indicated that employee perceptions of servant leadership related negatively to WFC and positively to WFPS. Moreover, reduced emotional exhaustion and enhanced personal learning mediated the relationship between servant leadership and WFPS. Furthermore, reduced emotional exhaustion mediated (...) the relationship between servant leadership and WFC. Our study’s results provide insightful theoretical and managerial implications and offer new directions for research on leadership and work–family relations. (shrink)

The purpose of this study was to examine the moderating roles of hostile attribution bias and negative reciprocity beliefs in the relationship between workplace incivility, as perceived by employees, and their interpersonal deviance. Data were collected using a three-wave survey research design. Participants included 233 employees from a large manufacturing company in China. Hierarchical regression analyses were used to test the hypothesized relationships. Our study revealed that hostile attribution bias and negative reciprocity beliefs strengthened the positive relationship between workplace incivility (...) and interpersonal deviance. This relationship was the most positive when both hostile attribution bias and negative reciprocity beliefs were high. The findings provided evidence that directing employees to depress hostile attribution bias and negative reciprocity beliefs may attenuate the effects of workplace incivility on interpersonal deviance. Implications for theory, research, and management practice are discussed. (shrink)

Drawing on the perspective of causal reasoning and the social cognitive theory of moral thought and action, this study explores the mechanisms underlying the association between exposure to exploitative leadership and employee workplace deviance. The results of a time-lagged survey conducted in China reveal that exposure to exploitative leadership can evoke a moral justification process that leads to increased employee organizational and interpersonal deviance. A tendency toward hostile attribution bias reinforces the direct link between exploitative leadership and moral justification and (...) the indirect effects of exploitative leadership on employee organizational and interpersonal deviance, via moral justification. The theoretical and practical implications of this study are discussed and potential directions for future studies are proposed. (shrink)

This study examines the mediating role of rumination, state anger, and blame attribution, and the moderating role of trait forgiveness in the relationship between workplace harassment intensity and revenge among employed students at a medium-sized Midwestern U.S. university and full-time employees from various industries in Shanghai, China. We tested the proposed model using techniques described by Hayes. Results within both samples suggested that workplace harassment intensity is positively associated with both major and minor revenge. Results of multiple mediation tests showed (...) that state anger and blame attribution mediated the relationships between workplace harassment intensity and both types of revenge behavior. Furthermore, trait forgiveness moderated the relationship between blame attribution and major revenge. (shrink)

Despite the increasingly multinational nature of the workplace, there have been few studies of the convergence and divergence in beliefs about ethics-based leadership across cultures. This study examines the meaning of ethical and unethical leadership held by managers in six societies with the goal of identifying areas of convergence and divergence across cultures. More specifically, qualitative research methods were used to identify the attributes and behaviors that managers from the People’s Republic of China (the PRC), Hong Kong, the Republic of (...) China (Taiwan), the United States (the U.S.), Ireland, and Germany attribute to ethical and unethical leaders. Across societies, six ethical leadership themes and six unethical leadership themes emerged from a thematic analysis of the open-ended responses. Dominant themes for ethical and unethical leadership for each society are identified and examined within the context of the core cultural values and practices of that society. Implications for theory, research, and management practice are discussed. (shrink)