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Full-Text Articles in Leadership Studies
Ethical Leadership And Employee Unethical Behavior: A Dual-Processing Model, Chenjing Gan, Chi-Ying Cheng, Yandong Chai, Linbo Yang
Ethical Leadership And Employee Unethical Behavior: A Dual-Processing Model, Chenjing Gan, Chi-Ying Cheng, Yandong Chai, Linbo Yang
Research Collection School of Social Sciences
Purpose – This study seeks to apply a dual-processing model to understand how ethical leadership prohibits employee unethical behavior through both employee deontic justice and distributive justice. Design/methodology/approach – A survey research was conducted with 62 supervisors and 244 subordinates of 17 firms collected at 2 time points separated by approximately 3 weeks in People’s Republic of China. Findings – A multilevel modeling analysis was used to test the dual-processing model. The results showed that both employee deontic justice (moral intuition process) and distributive justice (deliberate reasoning process) significantly mediate the negative relationship between ethical leadership and employee unethical behavior. …
A Holistic Blueprint For Sustainability Publication Outlet, Lily Kong
A Holistic Blueprint For Sustainability Publication Outlet, Lily Kong
Research Collection School of Social Sciences
Instead of compartmentalising decisions about infrastructure or resource allocation, universities need a whole-system approach to sustainability that shifts attitudes and behaviour, writes Lily Kong
The Dialectics Of Leadership Identity Construction: Case Studies From Indigenous Women Leaders, Mariana De Santibanes, Sonia M. Ospina, Seulki Lee, Angela Santamaria, Michelle Marie Evans, Dunen Muelas, Nazareth Guerrero
The Dialectics Of Leadership Identity Construction: Case Studies From Indigenous Women Leaders, Mariana De Santibanes, Sonia M. Ospina, Seulki Lee, Angela Santamaria, Michelle Marie Evans, Dunen Muelas, Nazareth Guerrero
Research Collection School of Social Sciences
Challenging oversimplified models, the leader identity literature calls for new perspectives of leadership identity construction (LIC). Using a collective leadership lens and narrative methods, this collaborative study explores how Indigenous women’s leadership identities develop within a contest for power and voice. Observations, interviews, and micro-ethnographies helped identify how history, community dynamics and cultural contradictions influence LIC. We find the LIC process to unfold as a dialectical spiral, informed by contradictions experienced when enacting social identities in various spheres of influence. This highlights the intersectionality of salient identities when theorizing LIC, and suggests that minoritized leaders can resignify and ultimately, capitalize …