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The purpose of this paper is to examine the effects of ethical leadership on surface acting, positive mood and affective commitment via the mediating effect of employee frustration. The authors also explored the moderating role of humor on the relationship between ethical leadership and frustration as well as its moderating effect on the mediational chain.

Data were collected in two separate surveys from 156 individuals working fulltime; data collections were separated by six weeks to reduce common method variance. The measurement model was confirmed before the authors tested the moderated mediation model.

Ethical leadership was negatively related to employee frustration, and frustration mediated the relationships between ethical leadership and surface acting and positive mood but not affective commitment. Humor moderated the relationship between ethical leadership and frustration such that when humor was low, the relationship was stronger.

Interestingly, the authors failed to find a significant effect for any of the relationships between ethical leadership and affective commitment. Ethical leaders can enhance positive mood and reduce surface acting among employees by reducing frustration. Humor may be more important under conditions of unethical leadership but may be distracting under ethical leadership.

This study demonstrates how frustration acts as a mediator and humor serves as a moderator in the unethical behavior-outcomes relationship.

The authors examine a boundary management tactic for managing the work–family interface: putting family first (PFF). PFF is a boundary management tactic defined as the voluntary behavior of intentionally putting family obligations ahead of work obligations in a way that violates organizational norms

In Study 1, The authors develop a theoretically derived measure of PFF and distinguish it theoretically and empirically from similar existing constructs, examining convergent and discriminate validity to demonstrate its uniqueness. In Study 2, the authors demonstrate PFF's predictive validity beyond the job incumbent using a three-way matched sample of 226 individuals, including the job incumbent's coworker and spouse.

The authors established and validated a measure of PFF, developing and replicating the nomological network. PFF crossed over to positively relate to coworker role overload, job frustration and work–family conflict and to spousal stress transmission and relationship tension. Similarly, PFF related negatively to spousal family satisfaction and organizational commitment.

The authors extend the work–family and boundary management literatures by proposing a new form of boundary management, PFF, which is a tactic for managing the work–family interface, and explore how its use influences not only the job incumbent but also the coworker and the spouse.

The purpose of this paper is to explore surface acting as a mediator in the relationships between perceptions of organizational politics and personality, with stress, turnover intentions, and job satisfaction.

Data were obtained via survey from 276 working adults, and responses were subjected to structural equation modeling to confirm the measurement model and test hypotheses.

Surface acting was found to mediate the relationships between perceptions of organizational politics and intent to turnover and satisfaction, and between proactive personality and intent to turnover and satisfaction. No mediating effect for surface acting was found between agreeableness and the outcomes.

Individual differences and situational contingencies do affect surface acting in the workplace, and individual work-related outcomes. Managers need to be aware of personality characteristics and situational contexts that impact surface acting in organizations to help understand the effects of potential divergent attitudes and behaviors on employee outcomes.

Previous research examining surface acting assessed behavior in light of employee-customer interactions. This research extends the study of surface acting by examining the mediating role of surface acting among new predictors including organizational politics, proactive personality, and agreeableness with stress, turnover intentions, and job satisfaction.

The purpose of this paper is to examine the moderating role of organizational size and individual tenure on the relationship between organizational justice and organizational affective commitment. Based on the literature on organizational justice and justice climate, this paper tests whether the role of justice climate, measured at the organizational level, is affected by these organizational and individual characteristics in determining individual organizational affective commitment.

Data on 20,936 employees from 1,496 companies that were included in the 2004 Workplace Employment Relationships Survey were used.

Hierarchical linear modeling analysis shows that the importance of the justice climate extends beyond its effect on individual perceptions. Moreover, whereas the organization size does not influence the justice climate – affective commitment relationship, organizational tenure moderates it.

This study shows the impact of justice climate on affective commitment beyond the effect of individual justice. It also examines organizational (organization size) and individual characteristics (tenure) as possible moderators, constructs rarely considered in studies on justice climate.