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Motivation constitutes a central topic for business management, because of its critical impact on job performance. Therefore, understanding whether and how the style of leadership adopted by leaders in organizations promotes and maintains employee motivation is of great interest to both scholars and practitioners. Drawing on self-determination theory, this study investigates how ethical and emotional styles of leadership influence employee motivation and thus job performance.

An empirical study was conducted in the public sector in Kuwait. About 607 employees participated in this study. Structural equation modeling techniques were used for testing the causal relationships between constructs.

Results of our study indicate that both ethical and emotional leaderships enhance employee motivation. Furthermore, employee motivation has a positive impact on job performance. The results also show that job performance exerts a negative effect on quitting intentions. Finally, interest in the private sector moderates the job performance–quitting intentions relationship.

These findings provide theoretical contributions to the extant literature, as well as important practical implications for managers.

This study demonstrates the role of both ethical and emotional leaderships in shaping employee behaviors. To the best of our knowledge, this research is among the few that provides initial evidence regarding quitting intentions as an outcome of the impact of ethical and emotional leaderships on employee motivation and individual performance in Kuwait.

The purpose of this study is to develop and empirically test a theoretical model of antecedents and consequences of perceived job security of professional accountants. This study contributes to the literature by examining the mediating role of perceived job security between the reward management system and the ethical job performance of professional accountants.

A survey was used to collect responses from professional accountants at small- and medium-tier accounting firms in Pakistan. Of the total 313 circulated research instruments, 270 were completed producing a response rate of 86%. The hypotheses were tested by performing structural equation modeling, confirmatory factor analysis and correlation using SPSS 24 and AMOS 25.

Findings specify that the perceived job security of professional accountants partially and fully mediates the relationship between their ethical job performance and intrinsic and rewards, respectively. Additionally, reward management systems including intrinsic and extrinsic rewards have a significant impact on the ethical job performance of professional accountants.

The findings of this study may have significant implications for researchers for examining the subjects' perceived job security in enhancing the overall performance of the firms. The findings may also benefit domestic and international accounting firms for recognizing the importance of rewards and job security for enhancing the ethical performance of accountants.

This study is the first to provide empirical evidence for the importance of perceived job security for professional accountants in Pakistan. The current research also provides sharper insights into establishing the direct impact of both extrinsic and intrinsic rewards on professional accountants' ethical job performance.

This paper empirically examines the relationship between salespeople’s ethical conflict and their job performance. Results suggest that ethical conflict, resulting from an incongruence in ethical values between salespeople and their organizations’ top management, has a negative affect on one element of job performance, meeting sales objectives. Implications and directions for future research are provided.

Leadership has a decisive role in the success of all types of businesses and firms, including small- and medium-sized enterprises (SMEs), and the ethical behavior of leaders is a key component which brings a sense of respect, fulfillment, trustworthiness and acceptance among the employees, which later become visible in their job performance (JP). This study aims to check the immediate effect of ethical leadership (EL) on employee’s JP (EJP) and also explore the indirect mediating effect of corporate social responsibility (CSR) on this EL and EJP nexus.

Primary data was obtained from the employees of manufacturing SMEs of Northern Italy using a cross-sectional design from the end of 2019 to the start of 2020. This paper circulated 450 self-administered questionnaires using simple random sampling, and 202 (44.88%) valid questionnaires were returned. The PROCESS macro was performed using statistical package for social sciences to ensure whether or not EL affects EJP and is there any mediation effect of CSR present in this nexus.

The results indicate that EL has a strong positive connection with EJP and CSR. Interestingly, CSR positively influences EJP. Furthermore, the results also report the strong mediating effect of CSR in the nexus of EL and EJP.

This scholarly work seeks to contribute not only to the literature of EL and EJP but also enriches the understanding of this EL-EJP association by highlighting the indirect effect of mediating variable CSR in the SME sector.

The purpose of this study is to determine the effect of two types of negative ties, namely perceived negative ties and intended negative ties, on the two types of employee work outcomes, namely job performance and ethical voice. In addition, the chapter discusses the role of personal reputation as a mediator in explaining the relationship between negative ties and work outcomes. The study sample comprised of 103 blue-collar workers and their direct supervisors in a large cement factory in southern Iraq. The study used survey method as a mean to collect the data. Data analysis showed that perceived negative ties and intended negative ties influence participants’ job performance and ethical voice. The result also indicates that personal reputation mediates the relationship between negative ties and work outcomes. In light of the results, theoretical and practical implications are presented.

The purpose of this paper is to empirically assess the combined impact of the ethical environment, organizational trust and workplace optimism on individual performance.

A structural model is theorized and data from 250 individuals working for private organizations were analyzed using partial-least-squares structural equation modeling.

Both the ethical environment and organizational trust positively impact workplace optimism. Of the ethical environment, organizational trust and workplace optimism, only workplace optimism directly impacts individual performance. The impact of the ethical environment and organizational trust on individual performance is indirect through workplace optimism.

To the authors’ knowledge, this is the first empirical study to assess the combined impact of the ethical environment, organizational trust and workplace optimism on individual performance. It is important to conduct similar studies to verify these findings.

An ethical environment and organizational trust foster high levels of workplace optimism that in turn lead to improved employee performance.

The important role that workplace optimism plays within the ethical climate of organizations is theorized and assessed. This is the first empirical assessment of the mediational role of workplace optimism on the established relationships between ethical environment and individual performance, and organizational trust and individual performance.

Recent research studies have increasingly suggested leadership as a major antecedent to encourage innovative work behavior among business employees. Empirical studies which investigated the influence of various leadership aspects such as style and ethics on employees' innovative performance and unraveled the mechanism through which leadership exerts its impact on employees' innovative work behavior were restricted. Thus, the purpose of this research was to investigate the relationship between ethical leadership and employees' innovative performance by focusing on the mediating role of two forms of the intellectual capital (IC), i.e. human capital and social capital.

Data for present research were collected through in person administered questionnaire-based survey from the managerial level employees of the targeted sample of the manufacturing firms. Furthermore, due consideration was given while selecting the individuals from R&D departments of these organizations, who were typically involved in knowledge-intensive jobs and where application of intellectual assets was needed.

Ethical leadership was observed as to positively influencing employees' innovative performance. Two forms of IC, i.e. human capital and social capital were observed as playing mediating role in the ethical leadership – employees' innovative performance relationship.

The contemporary research study adds value in the literature of the ethical leadership. The most imperative theoretical contribution of the present research study underlines the psychological process, i.e. IC by which ethical leaders encourage innovative behavior among employees.

Prior research has shown that a work environment that facilitates work-life balance not only benefits the personal lives of employees but also leads to better job performance and ethical decision-making. Allocation of time between career and personal life is an age-old challenge for working people. Work-life balance refers to the manner in which people distribute time between their jobs and other activities, such as family, personal pursuits, and community involvement. This study compares the work-life balance perspectives of current and future accountants. Three research questions are examined. The first relates to the importance accountants place on work-life balance. The second concerns how work-life balance perspectives of current practitioners compare to future accountants. The third considers how gender differences affect work-life balance perspectives. Data for analysis was obtained via a survey of current accounting practitioners and of future accountants (students near graduation). Findings indicate that both current and future accountants believe that a healthy work-life balance is connected to work satisfaction, work performance, and ethical decision-making.

The purpose of this paper is to develop and test a model of team performance by applying social exchange and social capital perspectives in a single model setting. It hypothesizes that team performance is indirectly affected by politics through leader–member capitalization (LMC) and by ethical leadership through leader–member exchange (LMX). Meanwhile, team identification is hypothesized to moderate the relationships between politics and LMC and between ethical leadership and LMX.

The hypotheses of this study were empirically tested using a survey of work teams from the banking and insurance industry in Taipei, Taiwan.

The relationship between team performance and ethical leadership is fully mediated by LMX, while the indirect relationship between team performance and politics is mediated via both LMC and LMX. Team identification positively moderates the relationship between ethical leadership and LMX.

This study is one of the few to examine the mediating roles of LMC and LMX simultaneously in team performance development. This study provides several key findings that complement the existing literature by evaluating fresh associations among LMC, LMX and their determinants and moderator.

Against the backdrop of the Royal Commission into Misconduct in the Banking, Superannuation and Finance Services Industry in Australia, this study on ethical leadership is timely. The purpose of this paper is to examine the mediating effects of organisational identification, customer orientated behaviour, service climate and ethical climate on the relationship between ethical leadership and employee in-role performance.

The hypotheses were tested using a two-wave survey study of 233 bank employees in Australia.

Evidence from the study indicated that organisational identification, service climate and ethical climate mediate the relationship between ethical leadership and employee in-role performance. Surprisingly, the proposed mediation effect of customer orientation was not supported. However, ethical leadership was positively associated with customer orientated behaviour among employees.

Limitations of the study include collecting data at two time points, thereby rendering the study cross-sectional. Employee in-role performance was a self-rated measure.

This study showed that ethical leadership is critical to improving employee perceptions and experience of an organisation’s service climate, ethical climate, organisational identification, customer orientated behaviour and employee in-role performance. The authors raise a number of HRM implications for the development and enablement of ethical leaders in the banking context.

The findings presented in this paper highlight that ethical leadership is critical to improving employee perceptions and experience of an organisation’s service climate, ethical climate, organisational identification, customer orientated behaviour and employee in-role performance.