The Moderated Influence of Ethical Leadership, Via Meaningful Work, on Followers' Engagement, Organizational Identification, and Envy

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dc.authoridArslan, Aykut/0000-0001-5689-3918
dc.authoridCapar, Nejat/0000-0002-1622-6253;
dc.authorwosidArslan, Aykut/B-3896-2012
dc.authorwosidCapar, Nejat/JLN-1999-2023
dc.authorwosidDEMIRTAS, Ozgur/Y-2661-2018
dc.contributor.authorDemirtas, Ozgur
dc.contributor.authorHannah, Sean T.
dc.contributor.authorGok, Kubilay
dc.contributor.authorArslan, Aykut
dc.contributor.authorCapar, Nejat
dc.date.accessioned2024-08-04T20:41:17Z
dc.date.available2024-08-04T20:41:17Z
dc.date.issued2017
dc.departmentİnönü Üniversitesien_US
dc.description.abstractThis 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.en_US
dc.identifier.doi10.1007/s10551-015-2907-7
dc.identifier.endpage199en_US
dc.identifier.issn0167-4544
dc.identifier.issn1573-0697
dc.identifier.issue1en_US
dc.identifier.scopus2-s2.0-84944909203en_US
dc.identifier.scopusqualityQ1en_US
dc.identifier.startpage183en_US
dc.identifier.urihttps://doi.org/10.1007/s10551-015-2907-7
dc.identifier.urihttps://hdl.handle.net/11616/97022
dc.identifier.volume145en_US
dc.identifier.wosWOS:000411060200012en_US
dc.identifier.wosqualityQ1en_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.indekslendigikaynakScopusen_US
dc.language.isoenen_US
dc.publisherSpringeren_US
dc.relation.ispartofJournal of Business Ethicsen_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectEthical leadershipen_US
dc.subjectMeaningful worken_US
dc.subjectMeaningfulnessen_US
dc.subjectWork engagementen_US
dc.subjectWorkplace envyen_US
dc.subjectOrganizational identificationen_US
dc.subjectCognitive reappraisalen_US
dc.subjectEmotion regulationen_US
dc.titleThe Moderated Influence of Ethical Leadership, Via Meaningful Work, on Followers' Engagement, Organizational Identification, and Envyen_US
dc.typeArticleen_US

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