Hostname: page-component-586b7cd67f-dlnhk Total loading time: 0 Render date: 2024-11-24T01:06:12.352Z Has data issue: false hasContentIssue false
  • English
  • Français

A leader indeed is a leader in deed: The relationship of ethical leadership, person–organization fit, organizational trust, and extra-role service behavior

Published online by Cambridge University Press:  22 March 2019

Gökhan Kerse Open the ORCID record for Gökhan Kerse [Opens in a new window]
Gökhan Kerse*
Affiliation:
Department of Business Administration, Karamanoğlu Mehmetbey University, Faculty of Economics and Administrative Sciences, Karaman, Turkey
*
*Corresponding author. Email: [email protected] or [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

In this study, the effect of ethical leadership on extra-role service behavior, and the role of person–organization fit and organizational trust on this effect were examined. A multi-level research model was established in the research and hypotheses were tested within this model. The data of this research study were obtained from 205 workers of two hospitals (public and private), in a certain province in Turkey. The obtained findings demonstrated that ethical leadership strengthened the trust in the organization both directly and over person–organization fit. Moreover, based on the findings, it was determined that ethical leadership increased extra-role service behavior by means of organizational trust. The theoretical and practical implications of all of the findings were discussed and evaluated in the context of national culture.

Keywords

ethical leadershipperson–organization fitorganizational trustextra-role service behavior
Type
Research Article
Information
Journal of Management & Organization , Volume 27 , Issue 3 , May 2021 , pp. 601 - 620
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2019

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Akatay, A., Yucekaya, P., & Kisat, N. Ç. (2016). Effects of managers ethical leadership behaviours over organizational fairness and cynism: A research over police department in canakkale province. Journal of Administrative Sciences, 14(28), 483–509.Google Scholar
Akdogan, A., & Demirtas, O. (2014). The effects of ethical leadership behavior on perceived ethical climate: The mediating role of perceptions of organizational politics. AKU Journal of Economics and Administrative Sciences, XVI(1), 107–123.CrossRefGoogle Scholar
Aktan, B., Masood, O., & Yilmaz, S. (2009). Financial shenanigans and the failure of ethics in banking: A review and synthesis of an unprecedented fraud. Banks and Bank Systems, 4(1), 30–36.Google Scholar
Alfes, K., Shantz, A., & Alahakone, R. (2016). Testing additive versus interactive effects of person-organization fit and organizational trust on engagement and performance. Personnel Review, 45(6), 1323–1339.CrossRefGoogle Scholar
Armeli, S., Eisenberger, R., Fasolo, P., & Lynch, P. (1998). Perceived organizational support and police performance: The moderating influence of socioemotional needs. Journal of Applied Psychology, 83(2), 288–297.CrossRefGoogle ScholarPubMed
Aselage, J., & Eisenberger, R. (2003). Perceived organizational support and psychological contracts: A theoretical integration. Journal of Organizational Behavior, 24, 491–509.CrossRefGoogle Scholar
Astakhova, M. N. (2016). Explaining the effects of perceived person-supervisor fit and person-organization fit on organizational commitment in the U.S. and Japan. Journal of Business Research, 69, 956–963. http://dx.doi.org/10.1016/j.jbusres.2015.08.039.CrossRefGoogle Scholar
Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re-examining the components of transformational and transactional leadership using the multifactor leadership. Journal of Occupational and Organizational Psychology, 72, 441–462.CrossRefGoogle Scholar
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338.CrossRefGoogle Scholar
Bandura, A. (1977). Social learning theory. Englewood CliVs, NJ: Prentice-Hall.Google Scholar
Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
Bass, B. M. (1985). Leadership and performance: Beyond expectations. New York: Free Press.Google Scholar
Bass, B. M., (1990). Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications. New York: Free Press.Google Scholar
Bayraktar, A. (2007). The history of the accounting frauds in Turkey (Master's thesis). Trakya University, Institute of Social Sciences, Edirne.Google Scholar
Bayram, N. (2013). Yapısal eşitlik modellemesine giriş: Amos uygulamaları. Bursa: Ezgi Kitabevi.Google Scholar
Bedi, A., Alpaslan, C. M., & Green, S. (2016). A meta-analytic review of ethical leadership outcomes and moderators. Journal of Business Ethics, 139, 517–536.CrossRefGoogle Scholar
Bettencourt, L. A., & Brown, S. W. (1997). Contact employees: Relationships among workplace fairness, job satisfaction and prosocial service behaviors. Journal of Retailing, 73(1), 39–61.CrossRefGoogle Scholar
Blau, P. (1964). Exchange and power in social life. New York: Wiley.Google Scholar
Bolino, M. C., & Turnley, W. H. (2003). Going the extra mile: Cultivating and managing employee citizenship behavior. Academy of Management Executive, 17(3), 60–73.Google Scholar
Bonner, J. M., Greenbaum, R. L., & Mayer, D. M. (2016). My boss is morally disengaged: The role of ethical leadership in explaining the interactive effect of supervisor and employee moral disengagement on employee behaviors. Journal of Business Ethics, 137, 731–742.CrossRefGoogle Scholar
Bouckenooghe, D., Zafar, A., & Raja, U. (2015). How ethical leadership shapes employees’ job performance: The mediating roles of goal congruence and psychological capital. Journal of Business Ethics, 129, 251–264.CrossRefGoogle Scholar
Bove, L. L., Pervan, S. J., Beatty, S. E., & Shiu, E. (2009). Service worker role in encouraging customer organizational citizenship behaviors. Journal of Business Research, 62, 698–705.CrossRefGoogle Scholar
Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership. Business Ethics Quarterly, 20(4), 583–616.CrossRefGoogle Scholar
Brown, M. E., & Trevino, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 595–616.CrossRefGoogle Scholar
Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117–134.CrossRefGoogle Scholar
Buyukyilmaz, O., & Alper Ay, F. (2017). The mediating role of organizational justice on the impact of ethical leadership on organizational citizenship behavior. Hitit University Journal of Social Sciences Institute, 10(1), 209–233.Google Scholar
Cable, D. M., & Edwards, J. R. (2004). Complementary and supplementary fit: A theoretical and empirical integration. Journal of Applied Psychology, 89(5), 822–834.CrossRefGoogle ScholarPubMed
Celik, S., Dedeoglu, B. B., & Inanir, A. (2015). Relationship between ethical leadership, organizational commitment and job satisfaction at hotel organizations. Ege Academic Review, 15(1), 53–63.Google Scholar
Cemaloglu, N., & Kilinc, A. Ç. (2012). The relationship between school principals’ ethical leadership behaviors and teachers’ perceived organizational trust and mobbing. Education and Science, 37(165), 137–151.Google Scholar
Chung, Y. W. (2017). The role of person-organization fit and perceived organizational support in the relationship between workplace ostracism and behavioral outcomes. Australian Journal of Management, 42(2), 328–349.CrossRefGoogle Scholar
Cortina, J. M. (1993). What is coefficient alpha? An examination of theory and applications. Journal of Applied Psychology, 78(1), 98–104.CrossRefGoogle Scholar
Dalvi, M. R., & Vahidi, M. (2013). A study of the effects of internal marketing on customer-oriented social and prosocial behaviors (case study: Hotels in Isfahan city). International Journal of Academic Research in Business and Social Sciences, 3(11), 253–269.CrossRefGoogle Scholar
DeConinck, J. B. (2015). Outcomes of ethical leadership among salespeople. Journal of Business Research, 68, 1086–1093. http://dx.doi.org/10.1016/j.jbusres.2014.10.011.CrossRefGoogle Scholar
Dedeoglu, B. B., Celik, S., Inanir, A., & Altay, H. (2016). Moderate role of gender and working duration in relationship among ethical leadership, organizational commitment and job satisfaction. Journal of Management and Economics Research, 14(4), 45–70.Google Scholar
Deniz, N., Noyan, A., & Ertosun, O. G. (2015). Linking person-job fit to job stress: The mediating effect of perceived person-organization fit. Procedia-Social and Behavioral Sciences, 207, 369–376.CrossRefGoogle Scholar
Dogan, S., & Ugurlu, C. T. (2014). Relationship between ethical leadership behaviors of school administrators and teachers perceptions about organizational cynicism. GUJGEF, 34(3), 489–516.Google Scholar
Edwards, J. R., & Cable, D. M. (2009). The value of value congruence. Journal of Applied Psychology, 94(3), 654–677.CrossRefGoogle ScholarPubMed
Eisenberger, R., Cummings, J., Armeli, S., & Lynch, P. (1997). Perceived organizational support, discretionary treatment, and job satisfaction. Journal of Applied Psychology, 82(5), 812–820.CrossRefGoogle ScholarPubMed
Elci, M., Sener, I., Aksoy, S., & Alpkan, L. (2012). The impact of ethical leadership and leadership effectiveness on employees’ turnover intention: The mediating role of work related stress. Procedia-Social and Behavioral Sciences, 58, 289–297.CrossRefGoogle Scholar
Engelbrecht, A. S., Heine, G., & Mahembe, B. (2014). The influence of ethical leadership on trust and work engagement: An exploratory study. SA Journal of Industrial Psychology, 40(1), 1–9. http://dx.doi.org/10.4102/sajip.v40i1.1210CrossRefGoogle Scholar
Fombrun, C., & Foss, C. (2004). Business ethics: Corporate responses to scandal. Corporate Reputation Review, 7(3), 284–288.CrossRefGoogle Scholar
Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly, 14(6), 693–727.CrossRefGoogle Scholar
Garba, O. A., Babalola, M. T., & Guo, L. (2018). A social exchange perspective on why and when ethical leadership Foster customer-oriented citizenship behavior. International Journal of Hospitality Management, 70, 1–8. http://dx.doi.org/10.1016/j.ijhm.2017.10.018.CrossRefGoogle Scholar
Gilbert, J. A., & Tang, T. L-P. (1998). An examination of organizational trust antecedents. Public Personnel Management, 27(3), 321–336.CrossRefGoogle Scholar
Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25(2), 161–178.CrossRefGoogle Scholar
Greenleaf, R. K. (1977). A journey into the nature of legitimate power and greatness. New York, NY: Paulist Press.Google Scholar
Griffin, P. A., & Lont, D. H. (2018). Game changer? The impact of the VW emission-cheating scandal on the interrelation between large automakers’ equity and credit markets. Journal of Contemporary Accounting & Economics, 14, 179–196. https://doi.org/10.1016/j.jcae.2018.05.004.CrossRefGoogle Scholar
Gucel, C., Tokmak, I., & Turgut, H. (2012). The relationship of the ethical leadership among the organizational trust, affective commitment and job satisfaction: Case study of a university. International Journal of Social Sciences and Humanity Studies, 4(2), 101–110.Google Scholar
Guinot, J., Chiva, R., & Mallen, F. (2013). Organizational trust and performance: Is organizational learning capability a missing link? Journal of Management & Organization, 19(5), 559–582.CrossRefGoogle Scholar
Guinot, J., Chiva, R., & Mallen, F. (2016). Linking altruism and organizational learning capability: A study from excellent human resources management organizations in Spain. Journal of Business Ethics, 138, 349–364.CrossRefGoogle Scholar
Gul, H., & Ince, M. (2014). A research on the relationship between the ethical leadership and organizational justice. Niğde University Journal of Economics and Administrative Sciences, 7(2), 127–150.Google Scholar
Hair, J. F., Anderson, R. E., Tatham, R. L., & Black, W. C. (1995). Multivariate data analysis with readings (4th ed.). New Jersey: Prentice Hall.Google Scholar
Hofstede, G. (1980). Motivation, leadership, and organization: Do American theories apply abroad?. Organizational Dynamics, 9(1), 42–63.CrossRefGoogle Scholar
Iacobucci, D. (2010). Structural equations modeling: Fit indices, sample size, and advanced topics. Journal of Consumer Psychology, 20, 90–98.CrossRefGoogle Scholar
Iscan, O. F., & Sayin, U. (2010). Örgütsel adalet, iş tatmini ve örgütsel güven arasındaki ilişki. Atatürk University Journal of Economics and Administrative Sciences, 24(4), 195–216.Google Scholar
Isci, E., Erdem Artan, I., & Sisman, F.A. (2011). Role of trust in violation of psychological contract's effect on organizational citizenship behaviour and turnover intention: A research in health sector. International Journal of Business and Social Research (IJBSR), 1(1), 1–19.Google Scholar
Javed, B., Rawwas, M. Y. A., Khandai, S., Shahid, K., & Tayyeb, H. H. (2018). Ethical leadership, trust in leader and creativity: The mediated mechanism and an interacting effect. Journal of Management & Organization, 24(3), 388–405. doi: 10.1017/jmo.2017.56.CrossRefGoogle Scholar
Kang, D.-S., Stewart, J., Kim, H., & Lim, J.-C. (2012). Unravelling the impact of psychological empowerment on customer service behaviours as a consequence of ‘leader-member exchange’. The Service Industries Journal, 32(11), 1791–1809. http://dx.doi.org/10.1080/02642069.2011.559540.CrossRefGoogle Scholar
Karasakal, N., & Yucebalkan, B. (2016). In the formation of organizational trust, effects of occupational health and security politics as a need of social responsibility. Atatürk University Journal of Economics and Administrative Sciences, 30(5), 1145–1160.Google Scholar
Kerse, G., & Karabey, C. N. (2017). The effects of perceived organizational support on organizational identification: The mediating role of organizational cynicism. MANAS Journal of Social Studies, 6(4), 375–398.Google Scholar
Khokhar, A. M., & Zia-ur-Rehman, M. (2017). Linking ethical leadership to employees’ performance: Mediating role of organizational citizenship behavior and counterproductive work behavior. Pakistan Journal of Commerce and Social Sciences, 11(1), 321–350.Google Scholar
Kosar, D., & Yalcinkaya, M. (2013). Organizational culture and organizational trust as predictors of teachers’ organizational citizenship behaviors. Educational Administration: Theory and Practice, 19(4), 603–627.Google Scholar
Kristof, A. L. (1996). Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49, 1–49.CrossRefGoogle Scholar
Kwak, W. J., & Shim, J. H. (2017). Effects of Machiavellian ethical leadership and employee power distance on employee voice. Social Behavior and Personality, 45(9), 1485–1498. https://doi.org/10.2224/sbp.5896.CrossRefGoogle Scholar
Lam, L. W., Loi, R., Chan, K. W., & Liu, Y. (2016). Voice more and stay longer: How ethical leaders influence employee voice and exit intentions. Business Ethics Quarterly, 26(3), 277–300.CrossRefGoogle Scholar
Lee, D., Choi, Y., Youn, S., & Chun, J. U. (2017). Ethical leadership and employee moral voice: The mediating role of moral efficacy and the moderating role of leader–follower value congruence. Journal of Business Ethics, 141, 47–57.CrossRefGoogle Scholar
Limpanitgul, T., Robson, M. J., Gould-Williams, J., & Lertthaitrakul, W. (2013). Effects of co-worker support and customer cooperation on service employee attitudes and behavior: Empirical evidence from the airline industry. Journal of Hospitality and Tourism Management, 20, 23–33. http://dx.doi.org/10.1016/j.jhtm.2013.05.004.CrossRefGoogle Scholar
Lin, C.-P., & Liu, M.-L. (2017). Examining the effects of corporate social responsibility and ethical leadership on turnover intention. Personnel Review, 46(3), 526–550.CrossRefGoogle Scholar
Lin, K.-W., & Huang, K.-P. (2014). Moral judgment and ethical leadership in Chinese management: The role of confucianism and collectivism. Quality & Quality, 48(1), 37–47.CrossRefGoogle Scholar
Lindblom, A., Kajalo, S., & Mitronen, L. (2015). Exploring the links between ethical leadership, customer orientation and employee outcomes in the context of retailing. Management Decision, 53(7), 1642–1658.CrossRefGoogle Scholar
Liu, C.-M., Huang, C.-J., Huang, K.-P., & Chen, K.-J. (2013). Psychological contract breach, organizational trust and organizational citizenship behavior of hotel industry in Taiwan. Pakistan Journal of Statistics, 29(5), 635–648.Google Scholar
Lu, X. (2014). Ethical leadership and organizational citizenship behavior: The mediating roles of cognitive and affective trust. Social Behavior and Personality, 42(3), 379–390. http://dx.doi.org/10.2224/sbp.2014.42.3.379.CrossRefGoogle Scholar
Mayer, D. M., Aquino, K., Greenbaum, R. L., & Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1), 151–171. http://dx.doi.org/10.5465/amj.2008.0276.CrossRefGoogle Scholar
Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734.CrossRefGoogle Scholar
Menguc, B., & Boichuk, J. P. (2012). Customer orientation dissimilarity, sales unit identification, and customer-directed extra-role behaviors: Understanding the contingency role of coworker support. Journal of Business Research, 65, 1357–1363.CrossRefGoogle Scholar
Mo, S., & Shi, J. (2017). Linking ethical leadership to employees’ organizational citizenship behavior: Testing the multilevel mediation role of organizational concern. Journal of Business Ethics, 141, 151–162.CrossRefGoogle Scholar
Naktiyok, A. (2004). Iç girişimcilik. Istanbul: Beta Publishing.Google Scholar
Netemeyer, R. G., Boles, J. S., McKee, D. O., & McMurrian, R. (1997). An investigation into the antecedents of organizational citizenship behaviors in a personal selling context. Journal of Marketing, 61(3), 85–98.CrossRefGoogle Scholar
Nyhan, R. C., & Marlowe, H. A. (1997). Development and psychometric properties of the organizational trust inventory. Evaluation Review, 21(5), 614–635.CrossRefGoogle Scholar
Palalar Alkan, D., & Arikboga, F. Ş. (2017). A study investigating the mediating role of organizational identifıcation between ethical leadership and organizational citizenship behavior. Journal of Management and Economics, 24(2), 349–369.Google Scholar
Peikani, M. H., & Shamshiri, M. M. (2016). The relationship between organizational trust and employee productivity mediating role organizational citizenship behavior in social security organization of Isfahan. International Business Management, 10(17), 4006–4010.Google Scholar
Penny Wan, Y. K. (2010). Promoting hotel service quality through managing reservationist call-handling performance. Journal Quality Assurance Hospitality & Tourism, 11(3), 199–218.CrossRefGoogle Scholar
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.CrossRefGoogle ScholarPubMed
Pucetaite, R. (2014). Stimulating organizational innovativeness through ethical leadership practices: The mediating role of organizational trust. Procedia-Social and Behavioral Sciences, 156, 231–235.CrossRefGoogle Scholar
Raub, S. P. (2014). What drives extra-role customer service behavior? – The interactive effect of self-efficacy and psychological safety climate. 32nd Euro CHRIE Conference ‘Hospitality and Tourism Futures’, 6–9 October 2014, Dubai.Google Scholar
Reave, L. (2005). Spiritual values and practices related to leadership effectiveness. The Leadership Quarterly, 16, 655–687.CrossRefGoogle Scholar
Ruiz-Palomino, P., & Martinez-Canas, R. (2014). Ethical culture, ethical ıntent, and organizational citizenship behavior: The moderating and mediating role of person-organization fit. Journal of Business Ethics, 120, 95–108.CrossRefGoogle Scholar
Ruiz-Palomino, P., Martinez-Canas, R., & Fontrodona, J. (2013). Ethical culture and employee outcomes: The mediating role of person-organization fit. Journal of Business Ethics, 116, 173–188.CrossRefGoogle Scholar
Sagnak, M. (2017). Ethical leadership and teachers’ voice behavior: The mediating roles of ethical culture and psychological safety. Educational Sciences: Theory & Practice, 17(4), 1001–1117.Google Scholar
Sargut, A. S. (2001). Kültürler arası farklılaşma ve yönetim. Ankara: Imge Publishing.Google Scholar
Sayim, F. (2015). Sağlık sektöründe etik dışı alana girebilecek yaygın uygulamalar ve sınıflandırılması. Journal of Academic R&D-Social Science, 15(1), 57–65.Google Scholar
Schaubroeck, J. M., Hannah, S. T., Avolio, B. J., Kozlowski, S. W. J., Lord, R. G., Trevino, L. K., Dimotakis, N., & Peng, A. C. (2012). Embedding ethical leadership within and across organization levels. Academy of Management Journal, 55(5), 1053–1078. http://dx.doi.org/10.5465/ainj.2011.0064.CrossRefGoogle Scholar
Schuh, S. C., Quaquebeke, N. V., Keck, N., Göritz, A. S., De Cremer, D., & Xin, K. R. (2018). Does it take more than ideals? How counter-ideal value congruence shapes employees’ trust in the organization. Journal of Business Ethics, 149(4), 987–1003. DOI 10.1007/s10551-016-3097-7.CrossRefGoogle Scholar
Schwepker, C. H. (2015). Influencing the salesforce through perceived ethical leadership: The role of salesforce socialization and person-organization fit on salesperson ethics and performance. Journal of Personal Selling & Sales Management, 35(4), 292–313. http://dx.doi.org/10.1080/08853134.2015.1106769.CrossRefGoogle Scholar
Shelton, M. (2013). Impact of perceived organizational support on cyber security practitioners’ turnover intentions (The doctoral dissertation). Walden University, Applied Management and Decision Sciences Faculty, Minneapolis.Google Scholar
Singh, U., & Srivastava, K. B. L. (2016). Organizational trust and organizational citizenship behaviour. Global Business Review, 17(3), 594–609.CrossRefGoogle Scholar
Tabancali, E., & Cakiroglu, Z. K. (2017). Relationship between ethical leadership of school principals and organizational citizenship behaviors of teachers. Mersin University Journal of the Faculty of Education, 13(1), 392–417.Google Scholar
Tang, G., Cai, Z., Liu, Z., Zhu, H., Yang, X., & Li, J. (2015). The importance of ethical leadership in employees’ value congruence and turnover. Cornell Hospitality Quarterly, 56(4), 397–410.CrossRefGoogle Scholar
Tian, Q., Liu, Y., & Fan§, J. (2015). The effects of external stakeholder pressure and ethical leadership on corporate social responsibility in China. Journal of Management & Organization, 21(4), 388–410.CrossRefGoogle Scholar
Tokgoz, E., & Aytemiz Seymen, O. (2013). Relationship between organizational trust, organizational identification and organizational citizenship behavior: A study at a state hospital. Öneri, 10(39), 61–76.Google Scholar
Trevino, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56(1), 5–37.CrossRefGoogle Scholar
Trevino, L. K., Hartman, L. P., & Brown, M. (2000). Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42, 128–142.CrossRefGoogle Scholar
Ullah, I., Rehman, K. U., Hameed, R. M., & Kayani, N. Z. (2017). Development of CSR through ethical leadership: Constructive role of ethical culture and intellectual capital. Pakistan Journal of Commerce and Social Sciences, 11(3), 977–1004.Google Scholar
van Loon, N. M., Vandenabeele, W., & Leisink, P. (2017). Clarifying the relationship between public service motivation and ın-role and extra-role behaviors: The relative contributions of person-job and person-organization fit. American Review of Public Administration, 47(6), 699–713.CrossRefGoogle Scholar
Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115, 204–213.CrossRefGoogle Scholar
Wang, H., Lu, G., & Liu, Y. (2017). Ethical leadership and loyalty to supervisor in China: The roles of ınteractional justice and collectivistic orientation. Journal of Business Ethics, 146, 529–543. https://doi.org/10.1007/s10551-015-2916-6.CrossRefGoogle Scholar
Wang, Y.-D., & Sung, W.-C. (2016). Predictors of organizational citizenship behavior: Ethical leadership and workplace jealousy. Journal of Business Ethics, 135, 117–128.CrossRefGoogle Scholar
Williams, L. J., Vandenberg, R. J., & Edwards, J. R. (2009). Structural equation modeling in management research: A guide for improved analysis. The Academy of Management Annals, 3(1), 543–604.CrossRefGoogle Scholar
Xu, A. J., Loi, R., & Ngo, H. (2016). Ethical leadership behavior and employee justice perceptions: The mediating role of trust in organization. Journal of Business Ethics, 134, 493–504.CrossRefGoogle Scholar
Yanik, O., & Naktiyok, A. (2017). The mediating role of organizational trust and organizational justice perception on the effect of ethical leadership on employees’ job satisfaction, organızational commıtment and intention to leave. Bartın University Journal of Economics and Administrative Sciences, 8(15), 297–324.Google Scholar
Yesiltas, M., Kanten, P., & Sormaz, U. (2013). The effects of authentic leadership on prosocial service behaviors: A research on hospitality establishments. Istanbul University Journal of the School of Business, 42(2), 333–350.Google Scholar
Yoon, D., Jang, J., & Lee, J. H. (2016). Environmental management strategy and organizational citizenship behaviors in the hotel industry: The mediating role of organizational trust and commitment. International Journal of Contemporary Hospitality Management, 28(8), 1577–1597.CrossRefGoogle Scholar
Yukl, G. (1994). Leadership. Englewoods Cliffs, New Jersey: Pretice-Hall Inc.Google Scholar
Zhu, W., May, D. R., & Avolio, B. J. (2004). The impact of ethical leadership behavior on employee outcomes: The roles of psychological empowerment and authenticity. Journal of Leadership and Organizational Studies, 11(1), 16–26.Google Scholar
Supplementary material: File

Kerse et al. supplementary material

Appendix S1

Download Kerse et al. supplementary material(File)
File 13.3 KB