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Silva, V. H., Duarte, A.P., Simões, E. & Neves, J. (2019). How ethical leadership promotes employee well-being at work: mediating role of leadermember exchange and organizational identification. 5th Symposium on Ethics and Social Responsibility Research.

V. H. Silva et al.,  "How ethical leadership promotes employee well-being at work: mediating role of leadermember exchange and organizational identification", in 5th Symp. on Ethics and Social Responsibility Research, Lisboa, 2019

@misc{silva2019_1732202120526,
	author = "Silva, V. H. and Duarte, A.P. and Simões, E. and Neves, J.",
	title = "How ethical leadership promotes employee well-being at work: mediating role of leadermember exchange and organizational identification",
	year = "2019",
	howpublished = "Digital",
	url = "https://www.sesrr.com/"
}

TY  - CPAPER
TI  - How ethical leadership promotes employee well-being at work: mediating role of leadermember exchange and organizational identification
T2  - 5th Symposium on Ethics and Social Responsibility Research
AU  - Silva, V. H.
AU  - Duarte, A.P.
AU  - Simões, E.
AU  - Neves, J.
PY  - 2019
CY  - Lisboa
UR  - https://www.sesrr.com/
AB  - Previous research points to the existence of a positive relationship between the exercise of
ethical leadership and the promotion of several positive employee job attitudes and
behaviors. Following this research line, the present study sought to analyze how ethical
leadership relates to the affective well-being of subordinates. Well-being refers to a
combination of arousal and pleasure at work (Warr, 1990) and can be influence by ethical
leaders behavior notably because these tend to defend their subordinates, to protect them
from unfairness, and to mobilize the necessary job-related resources (Kalshoven & Boon,
2012). Since these behaviors increase the degree to which leaders develop high-quality
relationships with followers (Bedi, Alpaslan, & Green, 2016; Niemeyer & Cavazotte, 2016),
leader-member exchange (LMX) has been proposed as a psychosocial mediator between
ethical leadership and several follower outcomes (e.g., Chughtai, 2016; Engelbrecht, Heine,
& Mahembe, 2017; Kalshoven, Den Hartog, & De Hoogh, 2011). Additionally, since ethical
leaders are more trustworthy they should promote organizational identification (Tyler,
Boeckmann, Smith, & Huo, 1997), this construct being also related to higher affective wellbeing at work. Therefore, this research tested a model proposing that ethical leadership
predicts followers’ affective well-being through the mediating effect of LMX and
organizational identification. Data were gathered from a sample of 273 employees from
different organizations by means of an electronic survey that included measures selected
from the relevant literature. Several analyses were conducted using AMOS and the macro
Process (Hayes, 2012) for IBM SPSS. The results reveal that ethical leadership is significantly
correlated with LMX, organizational identification, and job-related affective well-being. More
importantly, the results showed that ethical leadership predicts followers’ affective well-being
and that this effect is totally mediated by the quality of leader-follower relationships and
followers’ identification with the company. The model explained about 50% of the variance
in affective well-being. Practical implications of the overall results for the enhancement of
employee well-being at work are discussed.
ER  -