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This study draws on uncertainty management theory to advance our understanding of the relationship between leader integrity and employee voice.

The authors collected data in China by surveying 274 supervisor-subordinate dyads at two different points in time. In addition to the direct relationship between leader integrity and employee voice, they also examined the moderating effect of leader consultation and the mediating effect of perceived risk of voice.

The authors found that leader integrity had a positive effect on employee voice, and perceived risk of voice mediated this relationship. They also found that leader consultation moderated the relationship between leader integrity and employee voice, as well as moderating the mediating role of perceived risk of voice.

Although prior research has examined the relationship between leadership and voice, it has not clearly explicated the effects of leader integrity on voice. In addition, the findings of this study regarding the moderating role of leader consultation, and the mediating role of perceived risk of voice, offer novel insights regarding the nature of the relationship between leader integrity and employee voice.

We present a model of organizational monitoring that integrates organizational justice and information privacy. Specifically, we adopt the position that the formation of invasiveness and unfairness attitudes is a goal-driven process. We employ cybernetic control theory and identity theory to describe how monitoring systems affect one's ability to maintain a positive self-concept. Monitoring provides a particularly powerful cue that directs attention to self-awareness. People draw on fairness and privacy relevant cues inherent in monitoring systems and embedded in monitoring environments (e.g., justice climate) to evaluate their identities. Discrepancies between actual and desired personal and social identities create distress, motivating employees to engage in behavioral self-regulation to counteract potentially threatening monitoring systems. Organizational threats to personal identity goals lead to increased invasiveness attitudes and a commitment to protect and enhance the self. Threats to social identity lead to increased unfairness attitudes and lowered commitment to one's organization. Implications for theory and research on monitoring, justice, and privacy are discussed along with practical implications.

Bradley J. Alge is an associate professor of Management at Purdue University's Krannert School of Management. He received his Ph.D. in business administration from The Ohio State University, and an MBA from Kent State University. Professor Alge received his BBA from the University of Notre Dame, where he majored in MIS and was also a member of the 1988 Division I NCAA National Championship football team. Prior to entering academia, he worked as a consultant for Accenture. Professor Alge studies issues of human–technology interaction (e.g., electronic monitoring, virtual teams) and the effects of technology on individual and group attitudes and behaviors on the job. He has published in leading management and psychology journals including the Journal of Applied Psychology, Personnel Psychology, and Organizational Behavior and Human Decision Processes.

The purpose of this paper is to develop a scale to empirically measure the self-centered leadership SCL pattern in Arab organizations.

This paper depends on two Egyptian samples. It has conducted exploratory factor analysis, confirmatory factor analysis and multiple regression analyses to generate the proposed SCL measurement scale.

The analyses have revealed that the new measurement scale is valid and reliable. They have also confirmed the multidimensional structure of the self-centered leadership construct.

The Arab leadership literature is in short of scales which take into consideration the specialties of the Arab cultures. Therefore, this study fills a lacuna in international research which examines Arab leadership behaviors from a culture-bound perspective.