Cross-Domain Effects of Ethical Leadership on Employee Family and Life Satisfaction: the Moderating Role of Family-Supportive Supervisor Behaviors

Drawing on the work–family enrichment theory, the present study investigates the cross-domain effects of ethical leadership on employees’ family and life satisfaction. Moreover, it focuses on the mediating role of work–family enrichment (WFE) and the moderated mediation process of family-supportive supervisor behaviors (FSSB) underlying the relationship between ethical leadership and employees’ family and life satisfaction. Using a sample of 371 employees and their immediate supervisors in China, we found that WFE mediated the relationship between ethical leadership and employee-rated and supervisor-rated family and life satisfaction. Moreover, FSSB positively moderated the relationship between ethical leadership and WFE, such that the relationship was strengthened when FSSB were higher. Furthermore, the mediations of WFE between ethical leadership and employee-rated and supervisor-rated family and life satisfaction were also positively moderated by FSSB, such that the indirect effects were stronger when FSSB were higher. The theoretical and managerial implications of our findings are further discussed.     

Salesperson Perceptions of Ethical Behaviors: Their Influence on Job Satisfaction and Turnover Intentions

In the academic world, research has indicated that “good ethics is good business.” Such research seems to indicate that firms, which emphasize ethical values and social responsibilities, tend to be more profitable than others. Generally, the profitability is credited to the firm’s positive relationships with its customers, reduced costs of attempting to rebuild a tarnished image, ease of attracting capital, etc. The research conducted in this study evaluated salespeople’s perceptions of the ethics of businesses in general, their employer’s ethics, their attitudes as consumers, and the relationships existing between these perceptions and the sale force’s job satisfaction and turnover intentions. The results show a positive relationship existing between salesperson perceptions of business ethics, his/her employer’s ethics, consumer attitudes, and the salesperson’s job satisfaction and reduced turnover intentions. Charles E. Pettijohn (D.B.A., Louisiana Tech University) is a professor of marketing in the College of Business Administration at Missouri State University. He is also co-editor of the Marketing Management Journal. His research has appeared in the Journal of Personal Selling and Sales Management, the Journal of Businesss Ethics, Marketing Management Journal, Psychology and Marketing, and the Journal of Marketing Theory and Practice. At Missouri State University, his primary teaching focus is in the areas of Personal Selling and Sales Management. Linda S. Pettijohn (D.B.A., Louisiana Tech University) is a Professor of marketing in the College of Business Administration at Missouri State University. Her research has appeared in the Journal of Personal Selling and Sales Management, Human Resource Development Quarterly, Marketing Management Journal, Psychology and Marketing, and the Journal of Financial Serivices Marketing. At Missouri State University, her primary teaching focus is in the area of Retailing. Albert J. Taylor (D.B.A., Louisiana Tech University) is an associate professor of marketing in the College of Business Administration at Coastal Carolina University. His research has appeared in the Journal of Personal Selling and Sales Management, Human Resource Development Quartely, the International Journal of Hospitality and Tourism Administration, Psychology and Marketing, and the Journal of Applied Business Research. At Missouri State University, his primary teaching focus is in the areas of Marketing Research and Personal Selling.     

Toward a Better Understanding of the Link Between Ethical Climate and Job Satisfaction: A Multilevel Analysis

Research concerning the relationship between psychological ethical climate and job satisfaction is popular in the literature. However, to date, no study in the literature has simultaneously investigated both the effects of individual-level and organization-level ethical climates on employees’ job satisfaction. On the basis of a multilevel analysis, the present study used a sample of 472 full-time employees from 31 organizations in Taiwan to examine the above two effects. Results from the analyses showed that within the organizations, individual employees’ instrumental climate perceptions were negatively related to job satisfaction, whereas their caring climate perceptions and rules climate perceptions were positively related to job satisfaction. Also, the results indicated that between organizations, organizational instrumental climate was negatively related to job satisfaction, whereas organizational caring, independence, and rules climates were positively related to job satisfaction. Implications for research and managerial practices were derived from these findings.     

Guanxi with Supervisor and Counterproductive Work Behavior: The Mediating Role of Job Satisfaction

This study aims to explore the role of informal leader–member interactions in managing counterproductive work behavior (CWB) in a non-Western context. We propose that under the Chinese background, guanxi with supervisor increases employees’ job satisfaction, which further reduces their CWB. Partial least square structural equation modeling with a sample of 272 Chinese employees confirms this mediating effect of job satisfaction. However, we also find that job satisfaction passes the effect of guanxi with supervisor on to CWB targeting people, but not to CWB targeting the organization. Implications for research on CWB and guanxi with supervisor are discussed.     

The Effects of Ethical Leadership and Abusive Supervision on Job Search Behaviors in the Turnover Process

Drawing upon the unfolding model of turnover and the dual-process theory of information processing, we examined the roles which ethical leadership and abusive supervision play in the turnover process. The central conclusion of this study is that ethical leadership influences job satisfaction, which then influences intentions to quit, which then impacts job search behaviors. Conversely, abusive supervision, which is the conceptual opposite of ethical leadership, has a negative influence on job satisfaction with corresponding impacts on intentions to quit and job search behavior. But, unlike ethical leadership, which does not directly lead to job search behavior, abusive supervision can also directly make people so upset that they initiate job search behaviors. Moreover, findings indicate that even low levels of abusive supervision can neutralize high levels of ethical leadership. Implications for research and practice in human resource management are discussed.     

The Gordian Knot of Ethics: Understanding Leadership Effectiveness and Ethical Behavior

Recent ethical misconduct in American business has resulted in volumes of written commentary, various legislative responses, as well as litigation by those identified as victims. While legislators, judges, juries, and the Securities and Exchange Commission (SEC) pursue an increasing number of cases, there is little attention devoted to understanding what drives executives and other leaders to behave in ways that violate the ethical and legal standards of business in the United States. This understanding is a prerequisite to selecting leaders and designing interventions that prevent future misconduct. Understanding leadership’s nature and functioning is one key to understanding the ethical behavior of an organization as a system and of the people who lead the organization. Two models or frameworks provide the foundation for this paper. The first is a model of leadership competencies. This model identifies five key areas of competence related to overall, long-term leadership success. The second model targets leadership effectiveness. This model has three components – motivational patterns, decision criteria, and competencies. Using the Leadership Effectiveness Model to frame the discussion, the authors describe the nature and importance of the models, with particular focus on motivational patterns. Research suggests these patterns often account for 40–60% of overall leadership effectiveness. This article defines motivational patterns and describes key patterns that may impact ethical behavior of leaders. The article concludes with a discussion of how to use data on motivational patterns in leadership selection, development, and evaluation processes. Carl L. Harshman, Ph.D. is president of Harshman & Associates, Inc., an organizational and leadership development firm and founder of the Institute for Work Attitude and Motivation, an organization performance and research institute. He researches and writes in the areas of individual and organization performance, team development, and leadership and ethics. He can be contacted at carl@harshman.com. Ellen Harshman, Ph.D., J.D. is dean of the John Cook School of Business at Saint Louis University and associate professor in management. Her research interests include leadership, individual and organizational ethics, and issues in employment law. She can be reached at harshman@slu.edu.     

A Hierarchical Model of Values,Leadership, Job Satisfaction and Commitment

Abstract

Using a structural equation modeling technique, we empirically tested a hypothetical hierarchical model where personal values leadership styles job satisfaction organizational commitment. Survey data (N = 205) were collected from retail managers of national retail chain store companies. Our exploratory study found that personal values influenced retail managers' leadership styles, which in turn influenced their intrinsic and extrinsic job satisfaction. Job satisfaction ultimately influenced organizational commitment. Theoretical and managerial implications for human resources management are discussed.     

员工情感状态与工作满意度对工作绩效的影响:领导-部属交换的调节作用

本文运用多层线性回归分析方法,探讨了员工个体内层面因素(积极情感、消极情感和工作满意度)对员工工作绩效(任务绩效、情境绩效和反生产绩效)的影响,并检验了个体间层面因素(领导-部属交换)对这些影响的跨层调节作用。研究结果表明:员工的积极情感与其任务绩效和情境绩效正相关;员工的消极情感与其反生产绩效正相关;与领导-部属交换水平高的员工相比,低水平领导-部属交换的员工,积极情感与情境绩效的正相关关系更强。     

The Influence of McClelland's Need Satisfaction Theory on Employee Job Performance

Abstract

As free trade expands and grows in the post-GATT global era, the South African economy will increasingly rely on firms that are able to compete, survive and prosper in the global village. To this end the production factors of these firms, of which human resources are the most important, must be productively utilised and managed. Successful business firms have been linked to the achievement activities of the human resources of these firms.

Despite being a topic of both teaching and research now for almost forty years, uncertainty still exists about McClelland's (1962) assertion that the achievement need (nACH) is a learned need that all people possess. This uncertainty has resulted in the questioning of the motivation and reward strategies of human resource specialists in many firms. Of special importance in the present study is the neglect of achievement motivation of lower-level employees by managers in firms.

By using structural equation modelling the causal influence of the nACH and the other McClelland needs on the performance intentions of managers and frontline employees is assessed in this study. The empiri cal results support the learned need assertion. The findings highlight the disadvantages to firms that disregard the achievement motivation of lower-level employees. The managerial implications of these findings are discussed.     

The Effects of Ethical Leadership and Ethical Climate on Employee Ethical Behavior in the International Port Context

This study empirically examined the effects of ethical leadership and ethical climate on employee ethical behavior in the international port context using survey data collected from 128 respondents who worked in Taiwan International Ports Corporation (TIPC) in Taiwan. Research hypotheses were formulated from the previous literature and tested using structural equation modeling. Results indicated that ethical leadership had a significant impact on ethical climate and the ethical behavior of TIPC employees. Ethical climate was found to be positively associated with employee ethical behavior. The theoretical and practical implications of the research findings are discussed.     

The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field

This study examines a moderated/mediated model of ethical leadership on follower job satisfaction and affective organizational commitment. We proposed that managers have the potential to be agents of virtue or vice within organizations. Specifically, through ethical leadership behavior we argued that managers can virtuously influence perceptions of ethical climate, which in turn will positively impact organizational members’ flourishing as measured by job satisfaction and affective commitment to the organization. We also hypothesized that perceptions of interactional justice would moderate the ethical leadership-to-climate relationship. Our results indicate that ethical leadership has both a direct and indirect influence on follower job satisfaction and affective commitment. The indirect effect of ethical leadership involves shaping perceptions of ethical climate, which in turn, engender greater job satisfaction and affective organizational commitment. Furthermore, when interactional justice is perceived to be high, this strengthens the ethical leadership-to-climate relationship.     

The Impact of Ethical Behavior and Facets of Job Satisfaction on Organizational Commitment of Chinese Employees

This study examines factors impacting organizational commitment of 214 employees working at a Chinese state-owned steel company. Ethical behavior of peers and ethical behavior of successful managers had a significant impact on organizational commitment. The four facets of job satisfaction (pay, coworker, supervision, and work itself) had a significant impact on organizational commitment. Respondent’s age also significantly impacted organizational commitment. Perceptions of ethical behavior of successful managers, satisfaction with work, and gender were significantly correlated with social desirability bias.     

Coping with Job Insecurity: The Role of Procedural Justice, Ethical Leadership and Power Distance Orientation

This study examines the relationship between procedural justice and employee job insecurity, and the boundary conditions of this relationship. Drawing upon uncertainty management theory and ethical leadership research, we hypothesized that procedural justice is negatively related to job insecurity, and that this relationship is moderated by ethical leadership. We further predicted that the moderating relationship would be more pronounced among employees with a low power distance orientation. We tested our hypotheses using a sample of 381 workers in Macau and Southern China. The results support all of our hypotheses. The implications of these results for research and practice are discussed.     

顾客参与对员工工作满意的影响研究——基于角色理论视角

顾客参与会导致顾客满意,这是被许多学者证实的事实。然而,顾客参与是否也有利于员工工作满意呢?梳理相关文献发现,有关顾客参与与员工工作满意关系的研究并不多,而且结论也不一致。因此,文章基于角色理论视角,引入角色压力、角色导向和角色替代三个变量,系统研究了顾客参与对员工工作满意的影响。文章最后讨论了研究的理论贡献和管理贡献,并指出了未来研究的方向。     

工作满意度影响因素分析

随着知识经济的到来以及我国进入WTO进程的加快,我们越来越感到,人才竞争将成为企业竞争的关键。现代企业必须从“以利益为中心”的激励机制扩展到“以人为本,高满意度”的双重管理。因此．如何留住人才,更好地发挥他们的能动性,已成为现代企业必须经受的考验。一种可行的办法就是提高员工的工作满意度。     

Culture' Effects on Job Satisfaction and Performance in a Bicultural Context

Abstract

This study looks at culture' influence on employee job satisfaction and performance as it pertains to competitiveness. The researcher investigated whether INDSALES (a job satisfaction scale) is compatible with a Hispanic salesperson sample, focusing on automobile sales situations. The methodology relied heavily on field research and on an experimental design that applied different employee/manager combinations. Two hypotheses were proposed and subsequently tested. Results demonstrate that Hispanics and Anglo-Americans view job satisfaction somewhat differently. The study also found that there are significant differences in the levels of job satisfaction between mono-cultural and bicultural relationships. Managerial implications for better competitiveness are incorporated. Future research could investigate a different geographical region with Hispanic and Anglo automobile salespersons or other nations where different cultures work together     

Job Satisfaction as a Function of Top Management Support for Ethical Behavior: A Study of Indian Managers

Based on organizational justice theories and cognitive dissonance theories, the authors hypothesized that: (a) perceived top management support for ethical behaviors will be positively correlated with all facets of job satisfaction (supervision, pay, promotion, work, co-workers, and overall); and (b) the correlation will be highest with the facet of supervision. Empirical results (n = 77 middle level managers from two organizations in South India) supported only the second hypothesis. Implications for managing a global workforce are discussed.