Search results

This research seeks to examine the mitigating effect of religiosity on the relationship between abusive supervision and unethical behavior in employees, with moral disengagement serving as a mediating factor. Drawing on social cognitive theory, the study proposes an overarching moderated mediation framework to analyze this complex dynamic.

The testing of the model was based on hierarchical data obtained from 70 work units in services sector. Within this framework, 70 supervisors evaluated the unethical conduct of employees, while 700 employees assessed the abusive supervision they experienced and reported on their own moral disengagement and religiosity. For the analysis of both the measurement and the hypothesized models, multilevel modeling techniques in the Mplus software were utilized.

The study's findings indicate a direct positive link between abusive supervision and employees' unethical behavior, with moral disengagement mediating this relationship. Furthermore, the research discovered that abusive supervision leads to unethical behavior in employees through moral disengagement only in instances where their religiosity is low.

This research delves deeper by elucidating the role of moral disengagement in the dynamic between abusive supervision and unethical behavior. Diverging from prior research, this study uniquely highlights the moderating role of religiosity, showing its potential to weaken the impact of abusive supervision on unethical behavior in employees through moral disengagement.

This study aims to investigate the effect of differentiated empowering leadership on employees’ depression. Using the behavioral theory of depression, this study further explores the simultaneous moderation of gender and employees’ envy on the relationship between such leadership and employees’ depression.

Data were collected using two surveys conducted with a time lag of one week. In Time 1, data on differentiated empowering leadership and employees’ envy were collected. After a week, data on employees’ depression were collected. Model testing was conducted using data on a sample of 420 employees from 87 departments in 27 service sector organizations in Pakistan. Hypotheses were tested using the structural equation modeling technique in Mplus.

Results indicate that perceived differentiated empowering leadership positively affects employees’ depression. In addition, this positive effect is further moderated by employees’ envy and gender simultaneously, such that this effect is weakest among the male individuals who feel low envy, whereas, for highly envious females, this effect is strongest.

To the best of the authors’ knowledge, this is the first study to examine the effect of differentiated empowering leadership on employees’ depression along with the moderation of employees’ envy and gender. Furthermore, this study provides some policy implications based on its findings to decrease employees’ depression.

The purpose of this study is to examine the influence of organizational identification on employee work engagement (EWE) and to what extent this relationship strengthens/weakens when moderated by gender and leader social dominance orientation (SDO).

To test the hypothesized relationships, the authors collected data from supervisors (n = 101) and their subordinates (n = 478) working in medium and large organizations in the service industry. To test the hypothesized model, the authors used structural equation modeling in MPlus.

The data revealed that organizational identification is positively associated with EWE. Interestingly, the effects were stronger on female EWE than male EWE. Furthermore, the findings of this study displayed that leader SDO negatively moderated the relationship between organizational identification and EWE. The results of this study were more potent when the leader SDO was low versus high.

The findings mainly contribute to the social identity theory by examining the moderating role of gender and leader SDO on the link between organizational identification and EWE. This study offers practitioners insights into the importance of gender in EWE and the type of leadership. Conducting this study in a developing economy provided a unique contextual finding, which will be helpful for the practitioners who want to improve the work engagement of female employees.

This study aims to explore mediational mechanisms and conditions by which empowering leadership leads to positive outcomes at the employee level. Using social identity theory (SIT) as a foundation, the authors present an integrated moderated mediation model to explain the interactive effects of empowering leadership and leaders' prototypicality on employees' work engagement through the mediation of organizational identification (OI).

The research model was tested using multilevel nested data obtained from 634 employees working in 133 departments (teams) in the service sector of Pakistan.

The results reveal that empowering leadership influences work engagement through the mediation of OI. However, leader prototypicality has emerged as an important moderating condition for these relationships because, at a lower level of leader prototypicality, the positive effect of empowering leadership may diminish.

The results of this study suggest that organizations should promote empowering leadership to increase their employees' OI and work engagement. Furthermore, it is suggested that leader prototypicality is important along with empowering leadership to inculcate positive behavior among employees.

This is the first study of its nature, which used SIT to explain the indirect effect of empowering leadership on employees' work engagement via OI. Furthermore, the bounding condition of leader prototypicality is also studied for the first time in the context of the indirect relationship between empowering leadership and employees' work engagement via OI. The authors note that the novel unique findings of this study have the potential to open additional further avenues of research in the field of empowering leadership.