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  1.  17
    Linking Ethical Leadership to Employee Burnout, Workplace Deviance and Performance: Testing the Mediating Roles of Trust in Leader and Surface Acting.Shenjiang Mo & Junqi Shi - 2017 - Journal of Business Ethics 144 (2):293-303.
    This study empirically investigated the impact of ethical leadership on employee burnout, deviant behavior and task performance through two psychological mechanisms: developing higher levels of employee trust in leaders and demonstrating lower levels of surface acting toward their leaders. Our theoretical model was tested using data collected from employees of a pharmaceutical retail chain company. Analyses of multisource time-lagged data from 45 team leaders and 247 employees showed that employees’ trust in leaders and surface acting significantly mediated the relationships between (...)
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  2.  31
    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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  3.  19
    The Curvilinear Relationship Between Ethical Leadership and Team Creativity: The Moderating Role of Team Faultlines.Shenjiang Mo, Chu-Ding Ling & Xiao-Yun Xie - 2019 - Journal of Business Ethics 154 (1):229-242.
    In this study, we built and tested a theoretical model to determine how ethical leadership affects team creativity among teams composed of different characteristics. Following social learning theory and an antecedent–benefit–cost framework, we conducted analyses of multisource data from 50 team supervisors and 186 employees, which revealed an inverted U-shaped relationship between ethical leadership and team creativity. The teams exhibited more creativity when there was a moderate level of ethical leadership than when there were very low or very high levels. (...)
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  4.  17
    The Voice Link: A Moderated Mediation Model of How Ethical Leadership Affects Individual Task Performance.Shenjiang Mo & Junqi Shi - 2018 - Journal of Business Ethics 152 (1):91-101.
    This study empirically examines the proposition that ethical leadership may affect individuals’ task performance through enhancing employees’ promotive voice. Our theoretical model was tested using data collected from employees and supervisors in a high-tech company located in South China. Analyses of multisource three-wave data from 37 team supervisors and 176 employees showed that ethical leadership could significantly affect individuals’ task performance through promotive voice. Further, it was found that the relationship between ethical leadership and promotive voice was moderated by leader–leader (...)
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  5.  45
    How Do Chinese Firms Deal with Inter-Organizational Conflict?Shenjiang Mo, Simon A. Booth & Zhongming Wang - 2012 - Journal of Business Ethics 108 (1):121-129.
    Based on social exchange and customer relationship marketing theory, this study examines how ethical leadership contributes to inter-organizational conflict management (task conflict (TC) and relationship conflict), and the moderating role of task interdependence in these relationships. Data was collected from 81 suppliers and 45 corresponding managers of a large group company in China. Results show that ethical leadership is negatively associated with the levels of inter-organizational conflict, whether task or relationship. Task interdependence significantly moderates the relationship between ethical leadership and (...)
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  6.  76
    The Sound of Silence – A Space for Morality? The Role of Solitude for Ethical Decision Making.Kleio Akrivou, Dimitrios Bourantas, Shenjiang Mo & Evi Papalois - 2011 - Journal of Business Ethics 102 (1):119-133.
    Building on research and measures on solitude, ethical leadership theories, and decision making literatures, we propose a conceptual model to better understand processes enabling ethical leadership neglected in the literature. The role of solitude as antecedent is explored in this model, whereby its selective utilization focuses inner directionality toward growing authentic executive awareness as a moral person and a moral manager and allows an integration between inner and outer directionality toward ethical leadership and resulting decision-making processes that will have an (...)
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