Does Ethical Leadership Influence The Organizational Outcomes? Mediating Role of Emotional Labor and Moderating Role of Followers’ Personality Traits
Article Sidebar
Main Article Content
Abstract
Ethical leadership is become fundamental part for the developing businesses. Due to need of caring and ethical leaders the study consider the ethical leadership aspects by considering follower’s personality traits and inadvertent effects of emotional labor on follower’s job performance and follower’s perceived stress. This implies that when leaders have high and low level of ethical leadership they show an increase in followers’ management of emotions. Study also examined that how ethical leadership influences the organizational outcomes by considering the mediating role of emotional labor and moderating role of personality traits. Questionnaire survey was used to collect the data by different banks of Gujranwala city. 200 responses were collected within one month. Result divulged that ethical leadership has negative effect on follower’s perceived stress and positive impact on follower’ job performance. After applying different statistical tools results indicated that in high ethical leadership employees not show their regulated emotions then followers stress level will increase and their performance of the job will decrease. Findings show that in moderate level ethical leadership employees showed their genuine emotions which increases their job performance and decreases their stress. Results revealed that employees management of emotions (surface acting and deep acting ) increases the employees job performance and decreases the followers perceived stress when followers personality traits are moderated. In the last of article research limitations, implications and directions for further research also included
Article Details
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors who publish in this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licenced under a Creative Commons Attribution License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (see The Effect of Open Access).
How to Cite
References
Alshammari, A., et al. (2015). "Ethical Leadership: The Effect on Employees." International Journal of Business and Management 10(3): p108.
Babyak, A. T. "An Examination of the Impact of Personality on Implicit Leadership Theory."
Bass, B. M., et al. (2003). "Predicting unit performance by assessing transformational and transactional leadership." Journal of applied psychology 88(2): 207.
Bello, S. M. (2012). "Impact of ethical leadership on employee job performance." International Journal of Business and Social Science 3(11): 228-236.
Brotheridge, C. M., & Grandey, A. A. (2002). Emotional labor and burnout: Comparing two perspectives of “people workâ€. Journal of vocational behavior, 60(1), 17-39.
Brown, M. E. and L. K. Trevino (2006). "Ethical leadership: A review and future directions." The leadership quarterly 17(6): 595-616.
Cohen, S., et al. (1983). "A global measure of perceived stress." Journal of health and social behavior: 385-396.
Diefendorff, J. M., et al. (2005). "The dimensionality and antecedents of emotional labor strategies." Journal of Vocational Behavior 66(2): 339-357.
Elçi, M., et al. "THE IMPACTS OF ETHICAL LEADERSHIP ON THE ANTISOCIAL BEHAVIOR OF EMPLOYEES: THE MEDIATING ROLE OF ETHICAL CLIMATE."
Felfe, J., & Schyns, B. (2010). Followers' personality and the perception of transformational leadership: Further evidence for the similarity hypothesis. British Journal of Management, 21(2), 393-410.
Gibbs, T. and N. J. Ashill (2013). "The effects of high performance work practices on job outcomes: Evidence from frontline employees in Russia." International Journal of Bank Marketing 31(4): 305-326.
Hülsheger, U. R. and A. F. Schewe (2011). "On the costs and benefits of emotional labor: a meta-analysis of three decades of research." Journal of occupational health psychology 16(3): 361.
Iplik, F. N., et al. (2014). "The Effects of Emotional Labor on Job Attitudes of Hotel Employees: Mediating and Moderating Roles of Social Support and Job Autonomy." International Review of Management and Marketing 4(3): 175-186.
Khaireddin, M. (2015). The Impact of the Big Five Personality Traits on the Leadership Styles: An Empirical Study Applied on the Branch Managers of Banks Working at the Hashemite Kingdom of Jordan. International Journal of Business and Management, 10(9), 193
Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. B. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108(1), 1-13.
Monzani, L., Ripoll, P., & Peiró, J. M. (2015). The moderator role of followers’ personality traits in the relations between leadership styles, two types of task performance and work result satisfaction. European Journal of Work and Organizational Psychology, 24(3), 444-461.
Morris, J. A., & Feldman, D. C. (1996). The dimensions, antecedents, and consequences of emotional labor. Academy of management review, 21(4), 986-1010.
Piccolo, R. F., Greenbaum, R., Hartog, D. N. D., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31(2â€3), 259-278.
Regts, G., & Molleman, E. (2016). The moderating influence of personality on individual outcomes of social networks. Journal of Occupational and Organizational Psychology.
Resick, C. J., Hanges, P. J., Dickson, M. W., & Mitchelson, J. K. (2006). A cross-cultural examination of the endorsement of ethical leadership. Journal of Business Ethics, 63(4), 345-359.
Schaubroeck, J., & Jones, J. R. (2000). Antecedents of workplace emotional labor dimensions and moderators of their effects on physical symptoms. Journal of Organizational Behavior, 21(2), 163-183.
Shapiro, J. P., & Stefkovich, J. A. (2016). Ethical leadership and decision making in education: Applying theoretical perspectives to complex dilemmas. Routledge.
Totterdell, P., & Holman, D. (2003). Emotion regulation in customer service roles: testing a model of emotional labor. Journal of occupational health psychology, 8(1), 55.
Tyler, T. R. and S. L. Blader (2003). "The group engagement model: Procedural justice, social identity, and cooperative behavior." Personality and social psychology review 7(4): 349-361
Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115(2), 204-213.