Alle Publikationen
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2017
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(2017): Ethical leadership and pro-social rule breaking. A dual process model. In: Acta Psychologica Sinica 49 (1). DOI: 10.3724/SP.J.1041.2017.00106
DOI: https://doi.org/10.3724/SP.J.1041.2017.00106 Abstract: Pro-social rule breaking (PSRB), as one form of constructive deviance, is receiving increasing attention from researchers, yet surprisingly our knowledge of the antecedents of PSRB is fairly limited. Although the effects of personal traits on PSRB are well discussed in the literature, we know little about how contextual factors in the work environment, such as leadership style, shape PSRB. The current study aims to address this research gap by examining the relationship between ethical leadership and PSRB. Specifically, drawing from the social information processing theory, we propose a dual process model that ethical leadership enhances employees' PSRB via psychological safety and job autonomy. We further investigate the moderating effect of employees' risk taking propensity in the model. The participants were recruited from four organizations in three cities of China (i.e., Beijing, Shanghai, and Dalian). The data was collected at two time points to avoid the common met hod bias . At Time 1, ethical leadership, psychological safety, job autonomy, and risk taking propensity were measured. At Time 2, that is, one month later, participants' PSRB behavior was assessed. The final sample size was 241. We used SPSS 22.0 and Mplus 6.12 to analyse the data. First, we assessed the discriminant validity of the key variables through a series of confirmatory factor analyses (CPAs) and examined the common method variance. Afterwards, we used the Structural Equation Modeling (SEM) and bias-corrected bootstrap to test our hypotheses. The results showed a significantly positive relationship between ethical leadership and PSRB, and the relationship was mediated by psychological safety and job autonomy. Furthermore, individual risk taking propensity moderated the relationship between job autonomy and PSRB, such that the positive relationship was stronger for those employees with higher, rather than lower, levels of risk taking propensity. Our study contributes to the PSRB lit erature in several ways. Frist, we investigate the effects of ethical leadership on employees' PSRB, which broadens our understanding of how contextual factors influences PSRB. Second, we reveal the theoretical black-box of why ethical leadership facilitates PSRB by identifying psychological safety and job autonomy as two underlying mechanisms. Finally, we extend the ethical leadership and PSRB research by demonstrating risk taking propensity as a crucial contingency that moderates the effects of ethical leadership and job autonomy on PSRB. (PsycINFO Database Record (c) 2017 APA, all rights reserved) zitiert von 1
2016
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(2016): Fairness Means More to Some Than Others. In: Journal of Management 43 (2), S. 293-318. DOI: 10.1177/0149206314527132
DOI: https://doi.org/10.1177/0149206314527132 Abstract: We examined when job embeddedness might serve as a boundary condition between interactional fairness and employee behavior. Specifically, we explored whether elements of affective attachment associated with job embeddedness moderated relations of supervisors’ interactional fairness with citizenship behavior and production deviance. Results from a field and a scenario study supported the idea that interactional fairness exerts a stronger effect on these outcomes for employees embedded in their jobs than for their less attached coworkers. We found this result even after controlling for turnover intent. Practical implications and directions for future research are discussed. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
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