Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Politics and the Moderating Role of Political Skill

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Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, background): “…followers' positive and prosocial behavior, including voice (Avey, Wernsing, & Palanski, 2012; Zhu, He, Treviño, Chao, & Wang, 2015) and interpersonal helping (Kacmar et al., 2013), and negatively related to deviance (van Gils, van Quaquebeke, van Knippenberg, van Dijke, & De Cremer, 2015).”
Exploring the impact of ethical leadership on job satisfaction and organizational commitment in public sector organizations: the mediating role of psychological empowerment (2019, background): “2015); loyalty to a supervisor (Okan and Akyüz 2015); and organizational politics (Kacmar et al. 2013).”
Ethical work climate, employee commitment and proactive customer service performance: Test of the mediating effects of organizational politics (2017, background): “Second, research related to the general mechanism through which ethical climate affects employee attitude and behavior remains limited (Kacmar et al., 2013), particularly in terms of how ethical climate interacts with internal politics (Gotsis and Kortezi, 2010; Vigoda-Gadot, 2007).”
Ethical Leadership and Internal Whistleblowing: A Mediated Moderation Model (2017, background): “Some empirical studies have indicated that the impact of POP on work outcomes will be stronger or weaker according to individuals’ varying self-efficacy, age, or political skills (Bozeman et al. 2001; Kacmar et al. 2013).”