Ethical leadership and reputation: Combined indirect effects on organizational deviance

This is a pre-copyedited, author-produced PDF of an article accepted for publication in Journal of Business Ethics following peer review. The version of record Neves, P., & Story, J. (2015). Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance. Journal of Business Ethics, 127(1), 165–176. “The final publication is available at Springer via http://dx.doi.org/10.1007/s10551-013-1997-3”.The interest in ethical leadership has grown in the past few years, with an emphasis on the mechanisms through which it affects organizational life. However, research on the boundary conditions that limit and/or enhance its effectiveness is still scarce. Thus, the present study examines the relationship between ethical leadership and affective commitment to the organization, as a reflection of the quality of the employee-organization relationship (EOR) and proposes this relationship is conditional on the supervisor’s personal reputation for performance (i.e., the moral standards are coupled with work effectiveness). Moreover, we propose the interaction effect of ethical leadership and reputation for performance on affective commitment to the organization has carryover effects for organizational deviance. Using a sample of 229 employees and their respective supervisors from 18 organizations we confirmed our hypotheses. Our findings suggest that ethical leadership is positively related to employees’ affective commitment to the organization, particularly when supervisor’s reputation for performance is high, which in turn is associated with decreased organizational deviance. The theoretical and practical implications of these findings conclude the paper

Meeting the Challenges of Effective International HRM: Analysis of the Antecedents of Global Mindset

The full force of globalization has hit today’s organizations, and it is clear that there are many cultural and human problems. International human resource management (IHRM) is being asked to better understand and develop multinational organizational leaders to meet the challenges. A prominent solution that is receiving increased attention is the construct of global mindset, which has growing rhetoric but little research support. To help fill this need, after first theoretically framing global mindset as made up of one’s cultural intelligence and global business orientation, this study identifies and empirically tests some theory-driven antecedents. Utilizing a diverse sample (N = 136) of global leaders of a well-known multinational, we found that personal, psychological, and role complexity antecedents were related to the participants’ level of global mindset. The practical implications of these findings for effective international human resource management conclude the article

Political leaders' identity leadership and civic citizenship behavior:The mediating role of trust in fellow citizens and the moderating role of economic inequality

Identity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of “we” and of “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the contributions of trust and economic inequality to this relationship. Political leaders' identity leadership (PLIL) was positively associated with respondents' people-oriented civic citizenship behaviors (CCB-P) in 20 of 26 countries and civic citizenship behaviors aimed at one's country (CCB-C) in 23 of 26 countries. Mediational analyses also confirmed the indirect effects of PLIL via trust in fellow citizens on both CCB-P (in 25 out of 26 countries) and CCB-C (in all 26 countries). Economic inequality moderated these effects such that the main and indirect effects of trust in one's fellow citizens on CCB-C were stronger in countries with higher economic inequality. This interaction effect was not observed for CCB-P. The study highlights the importance of identity leadership and trust in fellow citizens in promoting civic citizenship behavior, especially in the context of economic inequality.</p

Political leaders' identity leadership and civic citizenship behavior:The mediating role of trust in fellow citizens and the moderating role of economic inequality

Identity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of “we” and of “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the contributions of trust and economic inequality to this relationship. Political leaders' identity leadership (PLIL) was positively associated with respondents' people-oriented civic citizenship behaviors (CCB-P) in 20 of 26 countries and civic citizenship behaviors aimed at one's country (CCB-C) in 23 of 26 countries. Mediational analyses also confirmed the indirect effects of PLIL via trust in fellow citizens on both CCB-P (in 25 out of 26 countries) and CCB-C (in all 26 countries). Economic inequality moderated these effects such that the main and indirect effects of trust in one's fellow citizens on CCB-C were stronger in countries with higher economic inequality. This interaction effect was not observed for CCB-P. The study highlights the importance of identity leadership and trust in fellow citizens in promoting civic citizenship behavior, especially in the context of economic inequality.</p

Testing the Impact of Global Mindset on Positive Organizational Outcomes: A Multi-Level Analysis

This multi-level study examined the relationship between leaders’ global mindset with followers’ rating of trust in leader, quality of the leader-member relationship (LMX), and organizational commitment. Complexity of global role and leader distance were also examined as moderating variables. Data were collected from 78 leader participants and 240 raters from one Fortune 100 multinational organization. A multilevel data analysis was conducted using Hierarchical Linear Modeling. No significant relationships were found between global mindset and ratings of follower trust in leader and quality of the leader-member-relationship. A significant negative relationship was found between global mindset of leaders and follower organizational commitment. Global roles and physical distance between the leader and the follower did not moderate the relationship between global leadership and outcome variables, however the frequency of interaction between leaders and followers did. Specifically, the involvement of frequency of interaction between leaders and followers increased and strengthened the relationship between global mindset and followers’ ratings of organizational commitment. This supported the notion that without a high amount of interaction, global mindset would not significantly impact ratings of organizational commitment. The relationship between the frequency of leader- follower interaction when a single follower interacted on average with more frequency than others in the group (within), significantly moderated the relationship between global mindset and affect-based trust in leader, LMX, and organizational commitment. Specifically, the involvement of frequency of leader-follower interactions within weakened the relationship between global mindset and affect-based trust, LMX, and organizational commitment as rated by followers. These results indicate that followers who interact on average more frequently with the leader than the rest of the group and the leader who has a global mindset, report lower scores of trust in leader, LMX, and organizational commitment. Because most participants were from a collectivistic culture, these findings are indicative that followers would rather be a part of the group than separate from the group even if that means less interaction with the leader

Testing the impact of global mindset on positive outcomes: A multi-level analysis

This multi-level study examined the relationship between leaders’ global mindset with followers’ rating of trust in leader, quality of the leader-member relationship (LMX), and organizational commitment. Complexity of global role and leader distance were also examined as moderating variables. Data were collected from 78 leader participants and 240 raters from one Fortune 100 multinational organization. A multilevel data analysis was conducted using Hierarchical Linear Modeling. No significant relationships were found between global mindset and ratings of follower trust in leader and quality of the leader-memberrelationship. A significant negative relationship was found between global mindset of leaders and follower organizational commitment. Global roles and physical distance between the leader and the follower did not moderate the relationship between global leadership and outcome variables, however the frequency of interaction between leaders and followers did. Specifically, the involvement of frequency of interaction between leaders and followers increased and strengthened the relationship between global mindset and followers’ ratings of organizational commitment. This supported the notion that without a high amount of interaction, global mindset would not significantly impact ratings of organizational commitment. The relationship between the frequency of leader-follower interaction when a single follower interacted on average with more frequency than others in the group (within), significantly moderated the relationship between global mindset and affect-based trust in leader, LMX, and organizational commitment. Specifically, the involvement of frequency of leader-follower interactions within weakened the relationship between global mindset and affect-based trust, LMX, and organizational commitment as rated by followers. These results indicate that followers who interact on average more frequently with the leader than the rest of the group and the leader who has a global mindset, report lower scores of trust in leader, LMX, and organizational commitment. Because most participants were from a collectivistic culture, these findings are indicative that followers would rather be a part of the group than separate from the group even if that means less interaction with the leader

mediation role of job satisfaction and affective commitment

The positive impact of corporate social responsibility (CSR) practices has been recognized over the past years. Recently, research has looked into the impact of CSR practices on employee behavior demonstrating positive results. Drawing from a sample of 190 supervisor-subordinate dyads, we studied the relationship between perceived CSR practices (external and internal) and employee performance (supervisor-rated) and two mechanisms that explain this relationship. Specifically, we studied if this relationship was mediated by employees' job satisfaction and affective commitment. Results indicate that there is a direct link between perceptions of external CSR and performance and that job satisfaction partially mediates this relationship. Also, perceptions of internal CSR are related to higher performance via job satisfaction, supporting full mediation. On the other hand, although both internal and external CSR were related to affective commitment, affective commitment did not act as a mediator for the CSR-performance relationship. Implications for practice and limitations of this study conclude the article.preprintpublishe