Many studies suggest that leaders should discourage or prevent the spread of negative workplace gossip (NWG), but yet little is understood about the relationship between leaders and their subordinates' NWG. This study interprets the linkage between authentic leadership and two types of NWG via individuals' perceptions of justice based on fairness heuristic and justice views. The data were collected in a three-stage process from a large information technology corporation in China. The findings revealed that interactional justice mediated authentic leadership and NWG's relationship with supervisors and the relationship between authentic leadership and NWG about coworkers. The procedural justice mediated the relationship between authentic leadership and NWG about supervisors, while it didn't mediate the relationship between authentic leadership and NWG about coworkers. The theoretical and practical implications are discussed.

This study tested the relationship between servant leadership, unethical pro-organizational behavior (UPB) of employee, trust in managers, and employees' positive reciprocity beliefs (PRB). Data were collected from 392 employees who work in four and five-star hotels in Alanya, Turkey. Structural equation modeling and artificial neural network analyses provided evidence for direct and indirect relationships between servant leadership and employee UPB via trust in manager and PRB. Specifically, trust in manager and PRB strengthened the relationship of servant leadership with employee UPB. These findings suggest that servant leadership could have a previously unexplored dark side in certain contexts. The study enhances the servant leadership and UPB literature. It also suggests certain practical implications for hotel managers to be able to reduce employee UPB. The limitations and future research suggestions of the study are discussed.

Studies have shown that voice could be utilized as an effective method to improve organizational effectiveness. This study explores the relationship between ethical leadership and employee voice behavior by focusing on the mediating role of the error management climate and the moderating role of the employee's organizational commitment. Analysis of data collected in three phases in China indicates that the error management climate partly mediates the relationship between ethical leadership and voice behavior. Also, organizational commitment is found to moderate the relationship between the error management climate and voice behavior. Theoretical and practical implications of these results are discussed.

Drawing from social exchange theory, this study proposes the effects of perceived leader narcissism on employees' voice behaviors (promotive voice and prohibitive voice) via organizational justice depending on the conditions of employees' trust in leader. Through investigating 257 employees and conducting a scenario study in China, this research shows that perceived leader narcissism is negatively related to prohibitive voice. The relationships between perceived leader narcissism and voice behaviors are moderated by trust in leader, and perceived leader narcissism is positively related to employees' voice behaviors when trust in leader is low. Results also show that organizational justice mediates the relationships between perceived leader narcissism and voice behaviors. The indirect effect of perceived leader narcissism on voice behaviors via organizational justice is moderated by trust in leader. This study has important implications for explaining the relationships between perceived leader narcissism and employees' voice behaviors and contributes to the social exchange theory by illustrating trust in the partner in exchange relationship as a boundary condition of norm reciprocity violation.

Recent studies have increasingly suggested leadership as a major antecedent to corporate social responsibility (CSR), empirical studies, which investigated the influence of various leadership aspects such as style and ethics on CSR and unraveled the mechanism through which leadership exerts its impact on CSR were restricted. Thus, the purpose of this research was to study the relationship between CEO ethical leadership and CSR by focusing on the mediating role of ethical culture and the intellectual capital facets (human capital and social capital) of the organization. Data for current research were collected through personally administered questionnaire through survey. Based on a sample of 250 respondents, the current study instituted that CEO ethical leadership positively affected CSR. Intellectual capital facets (human and social) and organizational ethical culture were observed to have a mediating effect on CEO ethical leadership and CSR relationship. Practical implications of the results are also given in the current study. Moreover, study limitations and directions for future study have also been presented.

As part of comprehensive research on the ethical climate in the Serbian tourism industry, this study examines the effects of selected predictors (job department, individual values and employees’ perspective) on the perception of ethical climate types as well as the relationship between the type of ethical climate, and job satisfaction. Additionally, this study tests these goals for both managers and their subordinates. Research was conducted in 2013, on a sample of 258 employees in different small and medium tourism organizations in Serbia. The findings revealed new information on both ethical climate and job satisfaction-related factors in small and medium tourism enterprises in a non-Western, transitional economy, where ethical behavior is influenced by constant social and economic changes. Several theoretical and managerial implications and future research opportunities were derived from the findings.

Although previous studies provide diverse perspectives on subordinate's deviant behavior as a reaction to abusive supervision (ABS), the influence of ABS on subordinates’ inter-personal relations received little attention. Grounded on social exchange theory, this study proposes that subordinates who are being abused by the same supervisor develop a bond among each other. That further provides strength to each of the abused group member to exhibit deviant behaviors against supervisor and non-abused peer group. Data were collected and analyzed through mediation analysis using AMOS. Using a sample of 920 employees from multi-sector organizations it was found that abused employees show citizenship behavior toward other abused peer-group members and counter-productive behavior toward supervisor and non-abused peer-group members. Moreover, citizenship behaviors created among the abused peer-group members partially mediate the relationship of ABS and counter-productive work behavior.

Supervisor character and behavior are key components of an organization's ethical fabric that should play a role in employee helping behavior. However, research has not fully distinguished how these factors are interrelated. The current study explores these relationships by developing a deeper understanding of ethical language in organizations via thick ethical concepts found in simulation software, supported by affect control theory. Software formulae in these simulations were developed via empirical research conducted over several decades. Simulations provided predictions of employee helpfulness in response to encounters with supervisors of varying ethical characters, enacting a variety of behaviors. The likely impact of supervisor character on employee helpfulness is more substantial than the impact of supervisor behavior. New insights emerged related to underlying complexities of ethical languages, such as the role of cultural meanings of language terms. These outcomes, as well as the associated implications, research limitations, and suggestions for future research, are discussed.

Corporate social responsibility (CSR) plays an important role in promoting workplace ethics. However, most research has focused on CSRs’ performance or favourable performance-related behaviour outcomes. Little is known about how individual employees perceive CSR and how this affects their ethical behaviour. This research examines how employees' perceived corporate social responsibility (PCSR) facilitates their ethical behaviour. Specifically, we hypothesise that PCSR influences employee ethical behaviour by enhancing employees' organisational commitment. The relationship between employees' commitment and ethical behaviour is contingent on their co-workers' ethical behaviour. The hypothesised relationships were assessed using partial least squares structural equation modelling with a sample of 300 employees from ‘The Ghana Club 100’ firms. Our findings suggest that employee commitment serves as an effective mechanism through which employees' perception enhances their ethical behaviour. The findings also show that the weaker the co-workers' ethical behaviour, the stronger the relationship between employee commitment and ethical behaviour. Both theoretical and practical implications are discussed.

Little empirical research has explored whether or not firm strategy is linked with corporate social responsibility (CSR) and to that end we explore the impact of low-cost and differentiation strategies on CSR. Using a sample of 229 Italian firms, a low-cost strategy is negatively associated with ethical and discretionary CSR, while a differentiation strategy is positively associated with both. Given its focus on nonfinancial outcomes and stakeholders, we test if a performance management system (PM system) acts as a moderating influence. We find that a PM system positively moderates the negative association between a low-cost strategy and ethical and discretionary CSR, while also positively moderating these relationships with respect to a differentiation strategy. These findings advance the literature on strategy and CSR, while demonstrating the contingent effect of PM systems. The findings are discussed along with limitations and directions for future research.