Ethical leadership and employee success: Examining the roles of psychological empowerment and emotional exhaustion
By Scott B. Dust, Christian J Resick, Jaclyn Margolis, Mary B. Mawritz, Rebecca L. Greenbaum. Leadership Quarterly, 2018
169 citations recorded by the source corpus.
Abstract The current study aims to advance ethical leadership theory and research in two ways. First, we propose that psychological empowerment is a comprehensive motivational mechanism linking ethical leadership with employee current in-role success and future success potential. Second, we propose that employee emotional exhaustion is a disruptive psychological state that dampens the empowering effects of ethical leaders. Findings from two field studies illustrate that emotional exhaustion impairs the motivational efforts of ethical leaders by attenuating the direct effects on psychological empowerment and the indirect effects on employees' current success and success potential. Theoretical and practical implications are discussed.
Subfields: Demography, Information Systems and Management, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/dc7535eebdbad681a622c1b12bcb069df233c6f6
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In Demography
In Information Systems and Management
In Organizational Behavior and Human Resource Management
- Muhammad Asif
- Arif Jameel
- Dongkyu Kim
- Christian Vandenberghe
- Miao Qing
- John P. Meyer
- Alexandre J. S. Morin
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Citations in the corpus
- Exploring the impact of ethical leadership on job satisfaction and organizational commitment in public sector organizations: the mediating role of psychological empowerment (2019, result): “This scale is widely adopted in recent studies (Ahmad and Gao 2018; Dust et al. 2018).”
- Ethical Leadership and Team Ethical Voice and Citizenship Behavior in the Military: The Roles of Team Moral Efficacy and Ethical Climate (2020, background): “Third, we examined the incremental validity of ethical leadership over and above TFL, which was a step toward addressing potential redundancies across leadership constructs (Dust et al., 2018; Mayer et al., 2009; Walumbwa et al., 2012).”