ArticleFrontiers in psychology2020
Ethical Climate(s), Distributed Leadership, and Work Outcomes: The Mediating Role of Organizational Identification.
Article in Frontiers in psychology, 2020. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 13 papers.
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Who cites it
13 citing papers in PubMed.
- The predictive power of organizational identification on teachers' organizational citizenship behaviors.Frontiers in psychology · 2026Article
- Ethical leadership and eudaimonic well-being at work: the roles of organizational identification and caring ethical climate.Frontiers in psychology · 2026Article
- The Indirect Relationship Between Religious Practices and Egoism at Work Through Dark-Triad Traits? A Sample of Polish Employees.Journal of religion and health · 2025Article
- Construed Organizational Ethical Climate and Whistleblowing Behavior: The Moderated Mediation Effect of Person-Organization Value Congruence and Ethical Leader Behavior.Behavioral sciences (Basel, Switzerland) · 2024Article
- Analysis of influencing factors of orthopedic nurses' spiritual care competencies based on structural equation model.Frontiers in public health · 2024Article
- The Role of Emotional Intelligence and Metacognition in Teachers' Stress during Pandemic Remote Working: A Moderated Mediation Model.European journal of investigation in health, psychology and education · 2023Article
- How servant leadership predicts employee resilience in public organizations: a social identity perspective.Current psychology (New Brunswick, N.J.) · 2022Article
- Effects of Leader Conscientiousness and Ethical Leadership on Employee Turnover Intention: The Mediating Role of Individual Ethical Climate and Emotional Exhaustion.International journal of environmental research and public health · 2022Article
- How organizational trust impacts organizational citizenship behavior: Organizational identification and employee loyalty as mediators.Frontiers in psychology · 2022Article
- How leaders restrict employees' deviance: An integrative framework of interactional justice and ethical leadership.Frontiers in psychology · 2022Article
- The Role of Organizational Citizenship Behavior and Gender between Job Satisfaction and Task Performance.International journal of environmental research and public health · 2021Article
- Transformational Leadership and Project Success: Serial Mediation of Team-Building and Teamwork.Frontiers in psychology · 2021Article
- Psychological Capital and Job Satisfaction Among Chinese Residents: A Moderated Mediation of Organizational Identification and Income Level.Frontiers in psychology · 2021Article
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Authors and funding
6 authors.
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Abstract
Organizational identification (OI) has increasingly attracted scholarly attention as a key factor in understanding organizational processes and in fostering efficient human resource (HR) management. Available evidence shows that organizational ethical climate crucially predicts OI, a key determinant of both employees' attitudes and behaviors. In the present paper, we examined the relationship between two specific ethical climates (self-interest vs. friendship), distributed leadership (DL), and employees' attitudes and behaviors, incorporating OI as a core underlying mechanism driving these relationships. Three hundred and forty-two employees filled out questionnaires to examine ethical climate, DL, OI, and a series of measures concerning attitudes and behaviors toward the organization. Structural equation modeling confirmed that a perception of an ethical climate of friendship (but not self-interest) fostered OI, which elicited higher commitment, perceived trust and recommendation, and lower turnover intention. Perception of DL further contributed to increasing OI. Our findings suggest that HR practices should carefully consider employee perceptions of a collectivistic (vs. individualistic) ethical climate, together with perceptions of DL, as key determinants of positive organizational outcomes. We discuss results in light of the social identity approach and present practical implications for HR management.
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