Branding/Logomark minus Citation Combined Shape Icon/Bookmark-empty Icon/Copy Icon/Collection Icon/Close Copy 7 no author result Created with Sketch. Icon/Back Created with Sketch. Match!

Ethical and Passive Leadership and Their Joint Relationships with Burnout via Role Clarity and Role Overload

Published on Dec 11, 2018in Journal of Business Ethics 2.92
· DOI :10.1007/s10551-018-4084-y
Jesse T. Vullinghs (VU: VU University Amsterdam), Annebel H. B. De Hoogh16
Estimated H-index: 16
(UvA: University of Amsterdam)
+ 1 AuthorsCorine Boon12
Estimated H-index: 12
(UvA: University of Amsterdam)
Burnout has important ramifications for employees and organizations and preventing burnout forms an ethical issue for managers. However, the role of the leader and especially the role of ethical aspects of leadership have received relatively little attention in relation to burnout to date. We conducted a survey among employees (N = 386) of a Dutch retail organization, nested in 122 teams with a leader. Our first contribution is that we empirically show the hypothesized opposing relationships of ethical and passive leadership behavior with follower burnout. Furthermore, we examined two job characteristics as mechanisms that link these forms of leadership and burnout. Lastly, we show that the positive relationship of ethical leadership with burnout via role clarity (but not overload) is dependent on the degree of passive leadership the leader is perceived to display. Our results suggest that organizations should promote ethical leadership behaviors and limit passive leadership behaviors by stimulating leaders to be active in their role and use their social influence to promote ethical conduct.
  • References (67)
  • Citations (0)
Published on Aug 1, 2017in Journal of Business Ethics 2.92
Shenjiang Mo6
Estimated H-index: 6
(SYSU: Sun Yat-sen University),
Junqi Shi24
Estimated H-index: 24
(SYSU: Sun Yat-sen University)
Abstract This study empirically investigated the impact of ethical leadership on employee burnout, deviant behavior and task performance through two psychological mechanisms: (1) developing higher levels of employee trust in leaders and (2) demonstrating lower levels of surface acting toward their leaders. Our theoretical model was tested using data collected from employees of a pharmaceutical retail chain company. Analyses of multisource time-lagged data from 45 team leaders and 247 employees s...
18 Citations Source Cite
Published on Aug 1, 2017in Stress and Health 1.66
Julian Barling65
Estimated H-index: 65
(Queen's University),
Michael R. Frone43
Estimated H-index: 43
(UB: University at Buffalo)
The goal of this study was to develop and test a sequential mediational model explaining the negative relationship of passive leadership to employee well-being. Based on role stress theory, we posit that passive leadership will predict higher levels of role ambiguity, role conflict and role overload. Invoking Conservation of Resources theory, we further hypothesize that these role stressors will indirectly and negatively influence two aspects of employee well-being, namely overall mental health ...
10 Citations Source Cite
Published on Jan 1, 2017in Human Resource Management Journal 2.34
David Guest41
Estimated H-index: 41
('KCL': King's College London)
The mutual gains model suggests that HRM should benefit both individuals and organisations. However, the dominant models within HRM theory and research continue to focus largely on ways to improve performance, with employee concerns very much a secondary consideration. Furthermore, pressures at work and in society more widely are creating an increasing threat to employee well-being. If employee concerns and the threats to well-being are to be taken seriously, a different analytic framework for H...
62 Citations Source Cite
Published on Mar 31, 2016in Frontiers in Psychology 2.09
Barbara Steinmann3
Estimated H-index: 3
(Bielefeld University),
Annika Nübold5
Estimated H-index: 5
(Bielefeld University),
Günter W. Maier19
Estimated H-index: 19
(Bielefeld University)
The present study evaluates the psychometric properties of a German version of the Ethical Leadership at Work questionnaire (ELW-D), and further embeds the construct of ethical leadership within its nomological network. Confirmatory factor analyses based on the total sample of N = 363 employees support the assumed seven-factor structure of the German translation. Within a sub-sample of N = 133, the ELW-D shows positive correlations with related leadership behaviors (transformational leadership, ...
4 Citations Source Cite
Published on Jan 1, 2016in Journal of Applied Psychology 4.64
Klodiana Lanaj12
Estimated H-index: 12
(UF: University of Florida),
Russell E. Johnson34
Estimated H-index: 34
(MSU: Michigan State University),
Stephanie M. Lee2
Estimated H-index: 2
(MSU: Michigan State University)
Although a large body of work has examined the benefits of transformational leadership, this work has predominantly focused on recipients of such behaviors. Recent research and theory, however, suggest that there are also benefits for those performing behaviors reflective of transformational leadership. Across 2 experience-sampling studies, we investigate the effects of such behaviors on actors' daily affective states. Drawing from affective events theory and self-determination theory we hypothe...
29 Citations Source Cite
Published on Jan 1, 2016in Journal of Applied Psychology 4.64
Szu Han Joanna Lin3
Estimated H-index: 3
(MSU: Michigan State University),
Jingjing Ma1
Estimated H-index: 1
(MSU: Michigan State University),
Russell E. Johnson34
Estimated H-index: 34
(MSU: Michigan State University)
The literature to date has predominantly focused on the benefits of ethical leader behaviors for recipients (e.g., employees and teams). Adopting an actor-centric perspective, in this study we examined whether exhibiting ethical leader behaviors may come at some cost to leaders. Drawing from ego depletion and moral licensing theories, we explored the potential challenges of ethical leader behavior for actors. Across 2 studies which employed multiwave designs that tracked behaviors over consecuti...
46 Citations Source Cite
Published on Oct 1, 2015in Leadership Quarterly 3.31
Dianhan Zheng2
Estimated H-index: 2
(UH: University of Houston),
L. A. Witt8
Estimated H-index: 8
(UH: University of Houston)
+ 5 AuthorsLoring Crepeau2
Estimated H-index: 2
(Defense Equal Opportunity Management Institute)
Abstract Emotional exhaustion is a threat to standard operations, particularly in organizations in which physical safety is at risk. High moral intensity is inherent in such organizations due to the magnitude of consequences associated with ethical/unethical conduct. The authors proposed a psychological process in which ethical leadership affects emotional exhaustion directly and indirectly through team cohesion. As military operational contexts typically are (or frequently have the potential to...
15 Citations Source Cite
Published on Oct 1, 2015in Leadership Quarterly 3.31
Angela J. Xu4
Estimated H-index: 4
(UM: University of Macau),
Raymond Loi23
Estimated H-index: 23
(UM: University of Macau),
Long W. Lam17
Estimated H-index: 17
(UM: University of Macau)
Abstract Abusive supervision is a dysfunctional leadership behavior that adversely affects its targets and the organization as a whole. Drawing on conservation of resources (COR) theory, the present research expands our knowledge on its destructive impact. Specifically, we propose a moderated mediation model wherein abusive supervision predicts subordinate's silence behavior through emotional exhaustion, with leader–member exchange (LMX) acting as the contextual condition. Two-wave data collecte...
36 Citations Source Cite
Published on May 1, 2015in Journal of Business Ethics 2.92
Aamir Ali Chughtai10
Estimated H-index: 10
(Forman Christian College),
Marann Byrne15
Estimated H-index: 15
(DCU: Dublin City University),
Barbara Flood15
Estimated H-index: 15
(DCU: Dublin City University)
Focusing on the supervisor–trainee relationship, this research set out to examine the impact of ethical leadership on two indicators of work-related well-being: work engagement and emotional exhaustion. Furthermore, this study sought to examine the mediating role of trust in supervisor in these relationships. Survey data were collected at two different points in time from 216 trainee accountants drawn from a variety of organisations. Structural equation modelling was used to test the research hy...
53 Citations Source Cite
Published on Mar 1, 2015in Journal of Management 8.08
Rebecca L. Greenbaum11
Estimated H-index: 11
(OSU: Oklahoma State University–Stillwater),
Mary B. Mawritz10
Estimated H-index: 10
(Drexel University),
Ronald F. Piccolo19
Estimated H-index: 19
(Rollins College)
This research examines a condition under which supervisor undermining is related to perceptions of leader hypocrisy that then lead to employee turnover intentions. Drawing on behavioral integrity theory and arguments from the social cognition literature, the authors argue that subordinates compare supervisor undermining to an interpersonal justice expectation, as a salient social cue, to draw conclusions regarding leader hypocrisy. In turn, the cognitive conclusion that the leader is indeed a hy...
50 Citations Source Cite
Cited By0