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    The Moderated Influence of Ethical Leadership, Via Meaningful Work, on Followers' Engagement, Organizational Identification, and Envy
    (Springer, 2017) Demirtas, Ozgur; Hannah, Sean T.; Gok, Kubilay; Arslan, Aykut; Capar, Nejat
    This study examines a proposed model whereby ethical leadership positively influences the level of meaning followers experience in their work, which in turn positively impacts followers' levels of work engagement and organizational identification, as well as reduces their levels of workplace envy. We further hypothesized that cognitive reappraisal strategies for emotional regulation would moderate the ethical leadership-meaningful work relationship. The model was tested in a stratified random field sample of 440 employees and their direct supervisors in the aviation industry in Turkey. Results based on data collected at two points in time showed that ethical leadership has a significant and positive direct effect on engagement and organizational identification, as well as indirect effects on those two outcomes through meaningfulness. Finally, results show that ethical leadership has a significant negative direct effect on workplace envy. Further, results showed that cognitive reappraisal emotion regulation strategy positively moderates, i.e., strengthens, the relationship between ethical leadership and meaningful work.
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    You May Not Reap What You Sow: How Employees' Moral Awareness Minimizes Ethical Leadership's Positive Impact on Workplace Deviance
    (Springer, 2017) Gok, Kubilay; Sumanth, John J.; Bommer, William H.; Demirtas, Ozgur; Arslan, Aykut; Eberhard, Jared; Ozdemir, Ali Ihsan
    Although a growing body of research has shown the positive impact of ethical leadership on workplace deviance, questions remain as to whether its benefits are consistent across all situations. In this investigation, we explore an important boundary condition of ethical leadership by exploring how employees' moral awareness may lessen the need for ethical leadership. Drawing on substitutes for leadership theory, we suggest that when individuals already possess a heightened level of moral awareness, ethical leadership's role in reducing deviant actions may be reduced. However, when individuals lack this strong moral disposition, ethical leadership may be instrumental in inspiring them to reduce their deviant actions. To enhance the external validity and generalizability of our findings, the current research used two large field samples of working professionals in both Turkey and the USA. Results suggest that ethical leadership's positive influence on workplace deviance is dependent upon the individual's moral awareness-helpful for those employees whose moral awareness is low, but not high. Thus, our investigation helps to build theory around the contingencies of ethical leadership and the specific audience for whom it may be more (or less) influential.