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Ethical Leadership in Sustainable Organization Management
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Ethical Leadership in Sustainable Organization Management

A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Sustainable Management".

Deadline for manuscript submissions: closed (30 June 2023) | Viewed by 63141

Special Issue Editor

Dr. Muhammad Asif

E-Mail Website
Guest Editor
School of Public Affairs, Zhejiang University, Hangzhou 310058, China
Interests: human resource management; leadership; healthcare management; personnel psychology
Special Issues, Collections and Topics in MDPI journals

Special Issue Information

Dear Colleagues,

To achieve organizational sustainability, the focus on employees’ positive outcomes is gaining interest and the role of ethical leaders might be a positive practice to prevail in organizations about employees’ contribution towards the social sustainability of organizations. An abundance of ethical escalations in business and organizations has spurred the debate about the necessity and viability of ethical leadership. In response to this, researchers have developed a strong interest in understanding and testing the notion of ethical leadership. Ethical leaders have been characterized as being concerned with the moral and just behavior of employees, and they enact ethical conduct through personal actions and interpersonal relationships. Yet, despite this growing research interest, conceptual and empirical foundations are still relatively scarce. On the other hand, sustainability in organizations has been claimed as an important aspect that embraces the requirements of today’s world. Nowadays, there are efforts to survive in each field all over the world. One of these fields that have concerns about maintaining their lifespans is the style of leadership. Similarly, ethical leadership allows people to gather others around a specific purpose. In this context, it guides people and maintains their existence. Therefore, it can be claimed that ethical leadership in all different fields can be in relationship with sustainability.

For the sustainability of organizations, ethical leadership refers to approaches that promote organizational performance, productivity and profitability, while serving people and the planet. Organizations embrace ethical leadership principles to develop an interrelated set of systems, processes and cultures that promote resilience and high performance within the organization. Firmly embedded in the organizational culture, ethical leadership practices influence how managers, leaders and followers throughout the organization carry out their roles, which are vital for sustainable organizational development.

Therefore, this Special Issue aims to contribute to the growth and development of the emerging field of ethical leadership to achieve sustainable organizational goals by seeking answers to the following questions: What are the components of ethical leadership and management? How can we operationalize ethical leadership in better ways? What is it that distinguishes firms able to survive and thrive in turbulent times from their poorer performing competitors? If managers/leaders know that ethical leadership practices are likely to lead to better outcomes for the organization, why don’t they adopt these practices? What are the barriers to adoption? How does the nature of ethical leadership and management vary in different cultures and contexts?

Authors from different specialty fields, such as psychology, social sciences, ecology, business administration, etc., are invited to submit their studies. All theoretical and practical studies are accepted in this Special Issue. The importance of this study is to shed light on the relationships between ethical leadership and sustainable organizational development in terms of both maintaining and managing lives. For this reason, different studies from different specialty fields are welcomed in this Special Issue.

Dr. Muhammad Asif
Guest Editor

Manuscript Submission Information

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Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • ethical leadership
  • sustainable employee outcomes
  • resilience
  • productivity
  • change
  • sustainable human resource management practices and talent management
  • sustainable career
  • sustainable behavior
  • sustainable management
  • leader integrity
  • trust in leader
  • moral identity
  • employee creativity
  • sustainable ethical leadership for healthcare management
  • sustainable psychology (job crafting, health, well-being, meaningful life-work construction)
  • organizational learning

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Published Papers (15 papers)

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Research

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14 pages, 709 KiB  
Article
Role of Online Time-Spatial Job Crafting and Leisure Crafting on Remote Work Performance through Tele-Pressure and Techno-Self-Efficacy
by Jiatong Wang, Yong Xiong, Majid Murad, Naveed Iqbal Chaudhary and Hira Waqar
Sustainability 2023, 15(15), 11936; https://doi.org/10.3390/su151511936 - 3 Aug 2023
Cited by 1 | Viewed by 2142
Abstract
Remote work is becoming an inevitable practice in today’s business world which has transformed all business operations in times of COVID-19. This study aims to explore the roles of online time-spatial job crafting and leisure crafting for dealing with tele-pressure and techno-self-efficacy for [...] Read more.
Remote work is becoming an inevitable practice in today’s business world which has transformed all business operations in times of COVID-19. This study aims to explore the roles of online time-spatial job crafting and leisure crafting for dealing with tele-pressure and techno-self-efficacy for improving remote work performance. Data are gathered through an online survey of 486 employees working in the IT sector of Pakistan and the partial least squares structural equation modeling (PLS-SEM) technique is used to analyze the hypothesis relationships. The results show that online job crafting and leisure crafting positively and significantly influence remote work performance. Moreover, findings indicate that tele-pressure partially mediates the relationship between online time job crafting and leisure crafting on remote work performance. Results also show that techno-self-efficacy positively moderates the relationship between online time job crafting and leisure crafting on tele-pressure. The findings provide insightful suggestions for building a collaborative remote workplace at the individual and collective level to implement job crafting interventions and enrich workers’ personal and organizational resources, which is helpful to cope with current challenges. Full article
(This article belongs to the Special Issue Ethical Leadership in Sustainable Organization Management)
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12 pages, 639 KiB  
Article
Investigating the Role of Ethical Leadership on Employee Innovativeness through Bottom-Up Job Redesigning: Self-Leadership as a Catalyst
by Muhammad Asif, Muhammad Ali Hussain, Shazia Humayun, Muhammad Awais and Mingxing Li
Sustainability 2023, 15(9), 7190; https://doi.org/10.3390/su15097190 - 26 Apr 2023
Cited by 7 | Viewed by 3813
Abstract
In contemporary studies, leadership has been frequently highlighted as an important aspect in facilitating innovative work behavior (IWB) in ever-changing organizations. Drawn on social learning theory, this research investigated the influence of ethical leadership (EL) on employee’s innovative behaviors (IWB). The relationship between [...] Read more.
In contemporary studies, leadership has been frequently highlighted as an important aspect in facilitating innovative work behavior (IWB) in ever-changing organizations. Drawn on social learning theory, this research investigated the influence of ethical leadership (EL) on employee’s innovative behaviors (IWB). The relationship between ethical leadership (EL) and employee innovative behavior (IWB) is mediated by job crafting (JC), with the moderating role of self-leadership (SL) also being studied. In total, 370 valid responses were retrieved from the service industry of Zhejiang province in China. The study used Mplus 8.0 to run the moderated mediation model. It is found that ethical leadership (EL) is positively linked with innovative work behavior (IWB) and job crafting (JC). Subsequently, the study also found that job crafting (JC) is significantly related to innovative work behavior (IWB). Additionally, the study confirms that job crating (JC) significantly mediates the relationship between ethical leadership (EL) and innovative work behavior (IWB). Additionally, the study reveals that a high level of self-leadership (SL) strengthens the association between ethical leadership (EL) and job crafting (JC). Full article
(This article belongs to the Special Issue Ethical Leadership in Sustainable Organization Management)
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15 pages, 1065 KiB  
Article
Association between Authentic Leadership and Job Performance—The Moderating Roles of Trust in the Supervisor and Trust in the Organization: The Example of Türkiye
by Betül Ayça
Sustainability 2023, 15(8), 6539; https://doi.org/10.3390/su15086539 - 12 Apr 2023
Cited by 8 | Viewed by 3036
Abstract
This study examines the relationship between authentic leadership and employee job performance and explores the moderating roles of employee perceptions of trust in the organization and trust in their managers in this relationship. It was carried out with a quantitative method using a [...] Read more.
This study examines the relationship between authentic leadership and employee job performance and explores the moderating roles of employee perceptions of trust in the organization and trust in their managers in this relationship. It was carried out with a quantitative method using a correlational research design. The research was cross-sectional. The participants were employees from five service industry companies operating in Türkiye. The results indicate that authentic leadership, trust in the supervisor, and trust in the organization strongly and positively affect employee job performance. The findings show that authentic leadership substantially impacts employees’ job performance as employees are followers of the internalized moral values of their supervisors. The moderating roles of the two key concepts of employees’ perception of trust in the supervisor and trust in the organization are consistent with the relevant theoretical framework. If leaders of organizations can behave honestly and focus on establishing constructive relations with their employees regarding the ideas and reasons behind business strategies, employees will be able to accept their leaders as role models and motivate themselves at work. It would benefit managers to demonstrate to their employees that fairness is a top priority in their managerial methods, actions, and activities. Full article
(This article belongs to the Special Issue Ethical Leadership in Sustainable Organization Management)
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18 pages, 1212 KiB  
Article
Unpacking Parallel Mediation Processes between Green HRM Practices and Sustainable Environmental Performance: Evidence from Uzbekistan
by Alisher Khamdamov, Zhiwei Tang and Muhammad Ali Hussain
Sustainability 2023, 15(2), 1434; https://doi.org/10.3390/su15021434 - 12 Jan 2023
Cited by 9 | Viewed by 3047
Abstract
This study primarily focused on the behavioral modifications among employees while keeping the contextual factors that enable them to strive for sustainable environmental performance in view. The aim of this research was to uncover the impact of GHRM practices on intrinsic motivation (IM), [...] Read more.
This study primarily focused on the behavioral modifications among employees while keeping the contextual factors that enable them to strive for sustainable environmental performance in view. The aim of this research was to uncover the impact of GHRM practices on intrinsic motivation (IM), harmonious work passion (HWP), and sustainable environmental performance (SEP) in small and medium enterprises in Uzbekistan. Moreover, this study mainly investigated intrinsic motivation and harmonious work passion as potential mediators in the relationship between GHRM practices and sustainable environmental performance. Additionally, this study included green mindfulness as a moderator in the association between GHRM practices and mediators (i.e., intrinsic motivation and harmonious work passion). In total, 345 Uzbekistan employees from small and medium enterprises completed a survey. This study deployed the path-analytical approach by using Mplus 8.0. Our findings demonstrate that GHRM practices are positively associated with IM, HWP, and SEP. In addition, this research confirms that intrinsic motivation significantly mediates the relationship between GHRM practices and SEP. Consequently, harmonious work passion also significantly mediates the association between GHRM practices and SEP. Furthermore, this study shows that a high level of green mindfulness strengthens the direct effect of GHRM on IM and HWP, along with the indirect effect of GHRM practices on sustainable environmental performance. Indeed, investigating the associations among study variables via moderated mediation mechanisms remarkably contributes to the extant literature. Full article
(This article belongs to the Special Issue Ethical Leadership in Sustainable Organization Management)
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18 pages, 942 KiB  
Article
Perceived Overqualification and Job Outcomes: The Moderating Role of Manager Envy
by Osama Khassawneh, Tamara Mohammad and Munther Talal Momany
Sustainability 2023, 15(1), 84; https://doi.org/10.3390/su15010084 - 21 Dec 2022
Cited by 13 | Viewed by 4464
Abstract
In this study, we suggest that manager envy will moderate the relationship between perceived overqualification and job-related outcomes (employee turnover, job satisfaction, and performance evaluation). We examined our hypotheses using a sample of 322 employees working in five-star hotels in the United Arab [...] Read more.
In this study, we suggest that manager envy will moderate the relationship between perceived overqualification and job-related outcomes (employee turnover, job satisfaction, and performance evaluation). We examined our hypotheses using a sample of 322 employees working in five-star hotels in the United Arab Emirates (UAE), gathered across five time periods. Web-based questionnaires were utilized to collect the data due to the COVID-19 pandemic and in order to obtain results more quickly. We gathered data from June 2021 to February 2022 from superiors at T1 and T4 and subordinates at T2 and T3 in five periods. We left a gap of two weeks between each period, and the same respondents were utilized for all phases. The findings indicate that perceived overqualification was more strongly and negatively related to employee job satisfaction when managers reported high envy. Furthermore, when envy was high, employee overqualification was positively related to job turnover. Promotion had no direct or moderated effects. The implications for the literature on overqualification and envy were addressed. The findings suggest that group-level implications on how perceived overqualification influences employees should be investigated. Perceived overqualification as a result of reporting to envious supervisors had a detrimental impact on the perceived performance and achievement of individuals who were overqualified. The findings also emphasize the relevance of examining overqualification at many levels of analysis, as well as the need to look into manager-level moderators. Full article
(This article belongs to the Special Issue Ethical Leadership in Sustainable Organization Management)
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19 pages, 826 KiB  
Article
Green Lifestyle: A Tie between Green Human Resource Management Practices and Green Organizational Citizenship Behavior
by Jianfeng Meng, Majid Murad, Cai Li, Ayesha Bakhtawar and Sheikh Farhan Ashraf
Sustainability 2023, 15(1), 44; https://doi.org/10.3390/su15010044 - 20 Dec 2022
Cited by 18 | Viewed by 5398
Abstract
Increasingly negative business processes and climate change have prompted businesses to incorporate green lifestyle practices into their working systems as a promising first step. This study investigates the impact of green human resource management practices on green organizational citizenship behavior, with a green [...] Read more.
Increasingly negative business processes and climate change have prompted businesses to incorporate green lifestyle practices into their working systems as a promising first step. This study investigates the impact of green human resource management practices on green organizational citizenship behavior, with a green lifestyle acting as a mediator and green innovation and green shared value acting as moderators. The data were collected from 347 hotel industry employees in China, and the partial least squares structural equation modeling PLS-SEM technique was applied to verify the hypothesis relationships. The results show that green HRM practices positively and significantly impact green lifestyle and organizational citizenship behavior. Meanwhile, findings indicate that a green lifestyle positively mediates the relationship between green HRM practices and green organizational citizenship behavior. Furthermore, results show that green shared value significantly moderates the relationship between a green lifestyle and green organizational citizenship behavior. The moderating effect of green innovation is insignificant in the relationship between green HRM practices and green lifestyles. Finally, this article discusses the managerial implications and future insights. This study is useful for HR managers in the hotel industry to make the best possible strategic decisions and formulate the best possible strategies accordingly. Finally, this study provides insights for other practitioners and academics to better understand the concept of green lifestyles in order to improve green organizational citizenship behavior in their organizations. Full article
(This article belongs to the Special Issue Ethical Leadership in Sustainable Organization Management)
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15 pages, 1055 KiB  
Article
Impact of Experienced Workplace Incivility (EWI) on Instigated Workplace Incivility (IWI): The Mediating Role of Stress and Moderating Role of Islamic Work Ethics (IWE)
by Muhammad Ali Raza, Noor Ul Hadi, Muhammad Muazzem Hossain, Ishtiaq Ahmed Malik, Muhammad Imran and Bahaudin G. Mujtaba
Sustainability 2022, 14(23), 16187; https://doi.org/10.3390/su142316187 - 4 Dec 2022
Cited by 4 | Viewed by 3199
Abstract
There has been an increase in uncivil behaviors in the 21st century workplace, emphasizing the need for discussion. The current study is aimed at extending the literature available on workplace incivility by examining the impact of experienced workplace incivility on instigated workplace incivility. [...] Read more.
There has been an increase in uncivil behaviors in the 21st century workplace, emphasizing the need for discussion. The current study is aimed at extending the literature available on workplace incivility by examining the impact of experienced workplace incivility on instigated workplace incivility. The study proposes that stress mediates the relationship between experienced workplace incivility and instigated workplace incivility. Furthermore, it is hypothesized that Islamic work ethics moderates the relationship between experienced and instigated workplace incivility, and between stress and instigated workplace incivility. Data were collected at three-time lags from respondents (N = 258) working in the sustainable public service sector. Results supported the hypotheses that experienced workplace incivility impacts instigated workplace incivility. The results also supported mediation and moderation hypotheses, confirming that stress is a mediator, and Islamic work ethics is a moderator. Theoretical and practical implications are discussed followed by limitations. Full article
(This article belongs to the Special Issue Ethical Leadership in Sustainable Organization Management)
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23 pages, 1742 KiB  
Article
Factors Affecting Perceived Effectiveness of Multigenerational Management Leadership and Metacognition among Service Industry Companies
by Yoshiki B. Kurata, Ardvin Kester S. Ong, Christienne Joie C. Andrada, Mariela Nicole S. Manalo, Errol John Aldrie U. Sunga and Alvin Racks Martin A. Uy
Sustainability 2022, 14(21), 13841; https://doi.org/10.3390/su142113841 - 25 Oct 2022
Cited by 5 | Viewed by 3740
Abstract
Workforce management has always been an essential consideration by businesses worldwide to improve organizational efficiency. The measurement of diversified labor present in modern Philippine companies has never been viable as generational and cultural differences shape and influences one’s leadership behavior, decision-making, and style. [...] Read more.
Workforce management has always been an essential consideration by businesses worldwide to improve organizational efficiency. The measurement of diversified labor present in modern Philippine companies has never been viable as generational and cultural differences shape and influences one’s leadership behavior, decision-making, and style. Employee motivation, multigenerational cohort, interpersonal skills, work values, and organizational culture significantly affect company leaders’ perceived effectiveness, resulting in varying management styles and approaches applicable to service companies. This study aimed to determine significant variables affecting the perceived leadership effectiveness and metacognition between multigenerational management clusters among service companies integrating behavioral theories such as Generational Cohort Theory (GCT) and Theory of Planned Behavior (TPB). Through self-administered questionnaires, data was utilized for multivariate analysis through structural equation modeling using the SPSS statistical software and SPSS AMOS 29 software and random forest classifier utilizing Python 5.1. Results showed that Motivation, Managerial Cohort, Organizational Culture, and Work values have a high-level relationship with Perceived Behavioral Control, Attitude Towards Behavior, and Social Norms. The results presented could be utilized in evaluating the management sector in service industries to provide and develop an optimum approach to leadership management. Managerial insights and suggestions are shown in the study. Full article
(This article belongs to the Special Issue Ethical Leadership in Sustainable Organization Management)
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16 pages, 2454 KiB  
Article
Impact of Differential Leadership on Employee Zhengchong Behavior: A Complex Network’s Perspective
by Zejun Ma, Ming Fan, Jialu Su, Chenhui Ouyang and Mengyun Wu
Sustainability 2022, 14(20), 13238; https://doi.org/10.3390/su142013238 - 14 Oct 2022
Cited by 2 | Viewed by 1703
Abstract
Differential leadership exists widely in family businesses. How to maintain the effective operation of differential leadership by conforming to cultural traditions and shaping people’s psychology and sense of value has become a popular topic in recent years. At the same time, employee zhengchong [...] Read more.
Differential leadership exists widely in family businesses. How to maintain the effective operation of differential leadership by conforming to cultural traditions and shaping people’s psychology and sense of value has become a popular topic in recent years. At the same time, employee zhengchong (striving for a favor) behavior is common in the family enterprises formed by the logic that there are insiders (employees on leaders’ own side) and outsiders (employees not on leaders’ own side) in family enterprises. How to reasonably guide employee zhengchong behavior is very important to the sustainable development of family enterprises. Based on the social comparison theory, this study focuses on exploring the influence of differential leadership on employee zhengchong behavior. Based on the perspective of a complex network, a network evolutionary game model among employees was constructed, and through numerical simulation, it was attempted to explore the key factors affecting the choice of strategies for employee zhengchong behavior in family enterprises. The simulation results show that the degree of partiality of differential leadership has a certain influence on employee zhengchong behavior. For today’s family businesses, moderate partiality is more conducive to the spread of employee zhengchong behavior. In addition, employees’ perception of differential atmosphere has a positive role in promoting favoritism. Leadership plays an important role in the process of employees showing themselves and improving their skills. Therefore, it is of great significance for the sustainable development of the family business to understand how the differential leadership style can effectively promote the positive behavior of employees. This study innovatively uses the complex network theory to reveal the influence of differential leadership on employee zhengchong behavior and confirms that leaders’ moderate partiality and employees’ perception of differential atmosphere can promote employee zhengchong behavior. The research conclusions can provide practical experience for enterprises. Full article
(This article belongs to the Special Issue Ethical Leadership in Sustainable Organization Management)
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14 pages, 427 KiB  
Article
Paternalistic Leadership Styles and Employee Voice: The Roles of Trust in Supervisors and Self-Efficacy
by Alisher Tohirovich Dedahanov, Abdulkhamid Komil ugli Fayzullaev, Odiljon Sobirovich Abdurazzakov, Dilshodjon Alidjonovich Rakhmonov and Oyniso Zakirova
Sustainability 2022, 14(19), 12805; https://doi.org/10.3390/su141912805 - 7 Oct 2022
Cited by 6 | Viewed by 3740
Abstract
The purpose of this paper is to test the role of trust in supervisors in mediating the link between paternalistic leadership styles and employee voice and to investigate the contingency role of self-efficacy on the relationship between trust in supervisors and employee voices. [...] Read more.
The purpose of this paper is to test the role of trust in supervisors in mediating the link between paternalistic leadership styles and employee voice and to investigate the contingency role of self-efficacy on the relationship between trust in supervisors and employee voices. We designed the items using survey questionnaires that were assessed by prior studies and collected data from 485 highly skilled employees of manufacturing organizations. To assess the validity of the suggested hypotheses, we used a Baron and Kenny (1986) approach and conducted hierarchical regression analysis. The findings reveal that authoritarian leadership and moral leadership styles are significantly related to trust in supervisors, which explains the association between authoritarian leadership style, and moral leadership style and employee voice. However, the results suggest that trust in supervisors does not explain the association between benevolent leadership style and employee voice. Moreover, the findings reveal that self-efficacy moderates the link between trust in supervisors and employee voice. The originality of this work lies in the fact that this research is the first to test the mediating role of trust in supervisors in the relationship between paternalistic leadership styles and employee voice and the moderating role of self-efficacy on the association between trust in supervisors and employee voice. Full article
(This article belongs to the Special Issue Ethical Leadership in Sustainable Organization Management)
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21 pages, 1828 KiB  
Article
Linking Transformational and Despotic Leadership to Employee Engagement: Unfolding the Role of Psychological Distress as a Mediator
by Xiangyu Song, Mishal Khosa, Zeeshan Ahmed, Abdulaziz Fahmi Omar Faqera, Nhat Tan Nguyen, Shafique Ur Rehman and Yueyong He
Sustainability 2022, 14(14), 8851; https://doi.org/10.3390/su14148851 - 19 Jul 2022
Cited by 9 | Viewed by 3402
Abstract
This research investigates the antecedents of employee engagement in Pakistan’s banks to conceptualize the idea of employee engagement. For this, the study examines the relationship between transformational leadership (TL), despotic leadership (DL), and the mediation of psychological distress (PD) with an outcome variable, [...] Read more.
This research investigates the antecedents of employee engagement in Pakistan’s banks to conceptualize the idea of employee engagement. For this, the study examines the relationship between transformational leadership (TL), despotic leadership (DL), and the mediation of psychological distress (PD) with an outcome variable, employee engagement (EE). The study focused on first-line bank managers based in Punjab province using a cluster sampling technique. A questionnaire survey was used, and 341 respondents were selected for analysis using PLS-SEM. The study’s findings confirmed that all seven hypotheses tested were statistically significant. The results revealed that the transforming role of transformational leadership is more effective than despotic leadership in promoting employee engagement. The indirect link of psychological distress between transformational leadership, despotic leadership, and employee engagement also acts vice versa. The current study findings have implications for advancing our understanding of the effects of transformational leadership because of their positivity, which can reduce psychological distress and increase employee engagement in the service sector. In contrast, despotic leadership undermines employees’ abilities by increasing psychological distress and disengagement among employees. Our findings will help the banking industry understand how despotic and transformational leadership can negatively and positively affect employee outcomes. Full article
(This article belongs to the Special Issue Ethical Leadership in Sustainable Organization Management)
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19 pages, 699 KiB  
Article
Linking Environmental Transformational Leadership, Environmental Organizational Citizenship Behavior, and Organizational Sustainability Performance: A Moderated Mediation Model
by Saleh Althnayan, Areej Alarifi, Saleh Bajaba and Abdullah Alsabban
Sustainability 2022, 14(14), 8779; https://doi.org/10.3390/su14148779 - 18 Jul 2022
Cited by 22 | Viewed by 5415
Abstract
Although considerable research has been conducted on improving sustainability performance, many important questions remain. Drawing on Social Learning Theory (SLT) and Stakeholder Theory (ST), our model suggests a mechanism, Environmental Organizational Citizenship Behavior (EOCB), through which Environmental Transformational Leadership (ETL) influences Organizational Sustainability [...] Read more.
Although considerable research has been conducted on improving sustainability performance, many important questions remain. Drawing on Social Learning Theory (SLT) and Stakeholder Theory (ST), our model suggests a mechanism, Environmental Organizational Citizenship Behavior (EOCB), through which Environmental Transformational Leadership (ETL) influences Organizational Sustainability Performance (SP). In addition, employees’ Work Passion (WP) will moderate the relationship between ETL and EOCB. A total of 240 full-time employees in Saudi Arabia’s petrochemical industries submitted responses via survey questionnaires, and the proposed hypotheses were tested using hierarchical regression analysis. Results were consistent with the hypothesized conceptual scheme in that ETL indirectly impacts SP through EOCB. In the meantime, the WP of employees plays a moderating role in the relationship between ETL and EOCB as well as in the indirect effect of ETL on SP via EOCB. As a way to improve their sustainability performance, organizations must hire and nominate ETLs who can influence their employees to become aware of environmental protection and instill these values. Furthermore, employees’ passion for their work encourages them to engage in voluntary environmental behaviors. A discussion of the findings, implications, limitations, and future research avenues is included. Full article
(This article belongs to the Special Issue Ethical Leadership in Sustainable Organization Management)
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16 pages, 650 KiB  
Article
Responsible Leadership and Sustainable Development in East Asia Economic Group: Application of Social Exchange Theory
by Wei Xuecheng, Noor Hazlina Ahmad, Qaisar Iqbal and Bai Saina
Sustainability 2022, 14(10), 6020; https://doi.org/10.3390/su14106020 - 16 May 2022
Cited by 21 | Viewed by 4957
Abstract
This study aimed to investigate the integrated relationship of responsible leadership, knowledge sharing, and sustainable performance, drawing from social exchange theory. Data from 264 employees of manufacturing firms in China were collected using online survey forms, exhibiting a response rate of 52.80 percent. [...] Read more.
This study aimed to investigate the integrated relationship of responsible leadership, knowledge sharing, and sustainable performance, drawing from social exchange theory. Data from 264 employees of manufacturing firms in China were collected using online survey forms, exhibiting a response rate of 52.80 percent. Subsequently, the partial least square-structural equation modelling (PLS-SEM) was applied to examine responsible leadership’s direct and indirect effect on sustainable performance. Current empirical evidence revealed that responsible leaders influence sustainable performance significantly among these firms. Moreover, knowledge sharing has partially mediated the link between responsible leadership-sustainable performance. Overall, the present study contributed to the responsible leadership theory and enriched the literature on sustainable development, where it was found that responsible leaders play a critical role in the latter. Policymakers and practitioners in organisations should take the initiative in fostering specific leadership training and knowledge sharing activities. Accordingly, several recommendations were suggested to policymakers, in which strong leadership is considered the primary role behind several organisational aspects. These aspects include success, knowledge, and information, encouraging sustainable development goals. Full article
(This article belongs to the Special Issue Ethical Leadership in Sustainable Organization Management)
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17 pages, 500 KiB  
Article
Realization of a Sustainable High-Performance Organization through Procedural Justice: The Dual Mediating Role of Organizational Trust and Organizational Commitment
by Jun-Chul Ha and Jun-Woo Lee
Sustainability 2022, 14(3), 1259; https://doi.org/10.3390/su14031259 - 23 Jan 2022
Cited by 17 | Viewed by 4916
Abstract
To achieve sustainable growth and ensure competitive advantage in response to rapidly changing industries, companies have recently focused on creating new values based on innovative organizational composition and various personnel management systems. Social exchange theory suggests that stronger social exchange relationships increase trust [...] Read more.
To achieve sustainable growth and ensure competitive advantage in response to rapidly changing industries, companies have recently focused on creating new values based on innovative organizational composition and various personnel management systems. Social exchange theory suggests that stronger social exchange relationships increase trust between people and their level of commitment. From this perspective, organizational justice has its own significance. This study empirically analyzed the dual mediation effect of organizational trust (OT) and organizational commitment (OC) to examine an influential relationship between procedural justice (PJ) and work engagement in an organization. The following analytic results were obtained. First, PJ had positive effects on OT, OC, and work engagement. Second, OT had significantly positive effects on OC, whereas it did not have significant effects on work engagement. Third, OC had significantly positive effects on work engagement. Fourth, OC had significant mediation effects with regard to the influence of PJ on work engagement. In addition, organization trust and OC had significant dual mediation effects. The results verified the importance of PJ in an organization. Furthermore, these results provided theoretical and practical implications that PJ can increase OT, OC, and ultimately organizational performance. Full article
(This article belongs to the Special Issue Ethical Leadership in Sustainable Organization Management)
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Review

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15 pages, 330 KiB  
Review
A Review of Supervisor–Subordinate Guanxi: Current Trends and Future Research
by Zejun Ma, Hira Salah ud din Khan, Muhammad Salman Chughtai, Mingxing Li, Bailin Ge and Syed Usman Qadri
Sustainability 2023, 15(1), 795; https://doi.org/10.3390/su15010795 - 1 Jan 2023
Cited by 9 | Viewed by 3782
Abstract
Supervisor–subordinate guanxi is an emerging research area in assessing the link between superior and subordinate inside an organization, and due to its significance in the Chinese setting, this topic has become widely attractive. Yet, because this concept still needs attention to understand the [...] Read more.
Supervisor–subordinate guanxi is an emerging research area in assessing the link between superior and subordinate inside an organization, and due to its significance in the Chinese setting, this topic has become widely attractive. Yet, because this concept still needs attention to understand the dynamics of guanxi, more research on the content, antecedents and other expert opinions of supervisor–subordinate guanxi is required. In light of the literature review, this study will make a commentary on the findings of both domestic and international research on supervisor–subordinate guanxi from the perspective of the following three aspects: supervisor–subordinate guanxi’s content, its antecedents, functions, and its findings. Finally, it will highlight the dearth of recent research and suggest future directions for supervisor–subordinate guanxi research. Full article
(This article belongs to the Special Issue Ethical Leadership in Sustainable Organization Management)
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