Leader and Peer Ethical Behavior Influences on Job Embeddedness
Leader and Peer Ethical Behavior Influences on Job Embeddedness
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DOI：
10.1177/1548051817702095
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发表时间：
2017-05
影响因子：
4.8
通讯作者：
A. Ferreira
中科院分区：
文献类型：
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作者：
A. Ferreira
当前的研究借鉴社会学习理论，提出员工通过观察他人（领导者和同事）来学习特定的道德行为，从而影响他们的工作嵌入。本研究以来自 40 家不同公司的 343 名员工为样本，研究了道德领导力与工作嵌入性之间关系的中介和调节情境变量。结果显示，道德领导力与工作嵌入性相关，并且感知到的主管支持介导了道德领导力对工作嵌入性的影响。此外，同事的不道德行为在群体分析层面调节了间接的道德领导力与工作嵌入关系。讨论了这些发现对研究和实践的影响。具体来说，本研究提出需要选择关注人员需求的中层管理人员，并培训和激励主管支持和激励下属。
Drawing on the social learning theory, the current research proposes that employees learn specific ethical behavior by observing others (leader and peers), thus influencing their job embeddedness. This study examined the mediating and moderating contextual variables in the relationship between ethical leadership and job embeddedness using a sample of 343 employees from 40 different companies. Results revealed that ethical leadership is related to job embeddedness and that perceived supervisor support mediated the influence of ethical leadership on job embeddedness. Also, peer unethical behavior moderated the indirect ethical leadership–job embeddedness relationship at the group level of analysis. Implications of these findings for research and practice are discussed. Specifically, this study proposes that there is a need to select middle managers that are focused on people’s needs and to train and motivate supervisors to support and stimulate their subordinates.