The Role of Motivators in Employees' Knowledgeably Unethical Behavior

Abstract

The junction of behavioral ethics with organizational leadership is examined in this study. Employing a sample of 458 full-time employed people, we examined the psychological health of followers in numerous organizations and different industries. Through two-stage data collection using waves, we examine the uniqueness of important leadership concepts that have been proposed in the literature as being connected to behavioral ethics. We further investigated if and how these Using structural equation modeling, we can identify behaviors that are related to both burnout and work engagement. A description of moderated mediation. Findings imply that both active and passive ethical leadership Aggressive management and immoral leadership are, in fact, two different types of leadership behavior. Nevertheless, only moral leadership conduct forecasts follower work and burnout engagement. Additionally, depending on the results, different psychological mechanisms are used by ethical leadership to have various effects. This means that ethical leadership affects follower work engagement through the social exchange mediator LMX, whereas its effect on follower burnout is communicated through both LMX and relational identification with the immediate supervisor.

Both results were significantly influenced by perceived organizational support and organizational identification, but these factors did not interact with the mediating mechanisms to affect employee behavior and well-being. This shows that these organizational structures are not a replacement for moral leadership. Discussions include theoretical and practical consequences, future research objectives, and study limits.