Evidence map›Paper›PMID 39851899›Full record

ArticleBehavioral sciences (Basel, Switzerland)2025

Impact of Ethical Leadership on Autonomy and Self-Efficacy in Virtual Work Environments: The Disintegrating Effect of an Egoistic Climate.

Carlos Santiago-Torner, José-Antonio Corral-Marfil, Yirsa Jiménez-Pérez, Elisenda Tarrats-Pons

Abstract read
In one paragraph

Article in Behavioral sciences (Basel, Switzerland), 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 3 papers.

0numbers the graph read from it
0cells of the map it votes in
3citing papers in PubMed
–field-weighted citation impact
1 · What the graph read from it

What it found

Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.

The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.

2 · The registry

The trial behind it

Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.

Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.

3 · Its place in the literature

Who cites it

3 citing papers in PubMed.

  1. Article
  2. Article
  3. Ethical Climate, Intrinsic Motivation, and Affective Commitment: The Impact of Depersonalization.European journal of investigation in health, psychology and education · 2025
    Article
4 · The record

Corrections and comments

PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.

5 · Who and what money

Authors and funding

4 authors.

Carlos Santiago-TornerDepartment of Economics and Business, Faculty of Business and Communication Studies, University of Vic-Central University of Catalonia, 08500 Vic, Spain.ORCID 0000-0002-0852-1578
José-Antonio Corral-MarfilDepartment of Economics and Business, Faculty of Business and Communication Studies, University of Vic-Central University of Catalonia, 08500 Vic, Spain.ORCID 0000-0003-0782-3109
Yirsa Jiménez-PérezDepartment of Psychology, Faculty of Education, Translation, Sport and Psychology, University of Vic-Central University of Catalonia, 08500 Vic, Spain.ORCID 0000-0003-3647-2782
Elisenda Tarrats-PonsDepartment of Economics and Business, Faculty of Business and Communication Studies, University of Vic-Central University of Catalonia, 08500 Vic, Spain.ORCID 0000-0001-7573-2490

Funding

No grant is acknowledged in the PubMed record.

6 · The paper itself

Abstract

Ethical management is key to ensuring organizational sustainability, through resources such as autonomy or self-efficacy. However, economic and social uncertainty occasionally leads to adaptive responses that prioritize profit as the primary interest, blurring the integrating role of ethical leadership. There are a number of studies that support this reality in a virtual work environment. This sector-specific and cross-sectional research explores how ethical leadership influences self-efficacy among teleworkers, through active commitment to job autonomy, and how an egoistic climate hinders this influence. The analysis is quantitative and correlational, and the sample includes 448 teleworkers. A model of conditional indirect effects, including both a mediation process and a moderation process, is used. The results support that ethical leadership enhances followers' self-efficacy through a redistribution of responsibilities, which increases the perception of autonomy. However, when ethical leadership coincides with a climate that has opposing interests, such as an egoistic climate, ethical leadership is unable to counteract it, and its effect on self-efficacy gradually diminishes. The benefits of this management style are widely known, but it is crucial to understand under what circumstances it loses efficacy. This research presents a new theoretical model that contributes to the existing literature on ethical leadership. Lastly, organizations that embrace ethical leadership can avoid the emergence of ethical climates disconnected from collective benefit, such as those characterized by selfishness, which hinder prosocial motivation. In this context, ethical leadership fosters the development of high-quality interpersonal relationships with followers, which are considered essential for creating an environment conducive to group learning. Consequently, change management in organizations necessitates the adoption of an ethical system that enhances self-efficacy through moral principles, rather than relying solely on individualistic aspects.

Indexed as

egoistic climateethical climateethical leadershipjob autonomyself-efficacy

Identifiers

PMID39851899
PMCPMC11759180

What OpenQuestion holds

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LicenceCC BY
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Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.