Relationship of Eethical Leadership with Psychological Empowerment with Mediating of Procedural Justice and Interactional Justice

Document Type : Research Article

Authors

1 MSc, Shahid Chamran University of Ahvaz, Iran

2 Associate Professor,Shahid Chamran University of Ahvaz, Iran

Abstract

Empowerment employee is one of effective techniques to increase employee's productivity and efficient use of the capacity and capabilities of individual and group them in line with organizational goals. The aim of this study is to investigate the relationship of ethical leadership with psychological empowerment with mediating of procedural justice and interactional justice.Participants include 200 employees of Aghajari Oil and Gas Production Company was selected by stratified random sampling. Data were analyzed by Pearson correlation coefficient, structural equation modeling and bootstrap method. The results indicated that the proposed model fit the data properly. According to these results ethical leadership directly and too by mediating procedural justice and interactional justice effect on psychological empowerment. The results showed that ethical leadership is associated with psychological empowerment. Also this style of leadership is to promote procedural justice and interactional justice and through these two types of justice can provide employees empowerment.
 
 
 

Keywords

References

 
1. هاشمی شیخ‌شبانی، سیداسماعیل (1386). بررسی روابط ساده، چندگانه و تعاملی متغیرهای مهم محیطی، نگرشی، شخصیتی و عاطفی و رفتارهای نابارور در محیط کار در کارکنان شرکت ملّی مناطق نفت­خیز جنوب. پایان‌نامة دکتری روان‌شناسی عمومی، دانشگاه شهید چمران اهواز.
2. غفوری ورئوسفادرانی، محمدرضا (1387). بررسی رابطة جو روان‌شناختی در سازمان با توانمندسازی روان‌شناختی و کنترل شغلی در کارکنان یک کارخانة صنعتی در اصفهان. پایان‌نامة کارشناسی ارشد ‌روا‌ن‌شناسی صنعتی و سازمانی، دانشگاه شهید چمران اهواز.
3. Aryee, S.; Chen, Z. X. (2006). “Leader-member exchange in a Chinese context: antecedents, the mediating role of psychological empowerment and outcomes”. Journal of Business Research, 59, 793-801.
4. Bies, R. J.; Shapiro, D. L. (1987). “Interactional fairness judgments: The influence of causal accounts”. Social Justice Research, 1(2), 199-218.
5. Brown, M. E.; Trevin˜o, L. K.; Harrison, D. A. (2005). “Ethical leadership: A social learning perspective for construct development and testing”. Organizational Behavior and Human Decision Processes, 97, 117–134.
6. Brown, M. E.; Trevin˜o, L. K. (2006). “Ethical leadership: A review and future directions”. Leadership Quarterly, 17, 595–616.
 
7. Cheng, B. S.; Chou, L. F.; Huang, M. P.; Wu, T. Y.; Farh, J. L. (2004). “Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations”. Asian Journal of Social Psychology, 7(1), 89-117.
 
8. Chenwei, L.; Keke, W.; Diane, E. J.; Min, W. (2012). “Moral leadership and psychological empowerment in China”. Journal of Managerial Psychology, 27(1), 90-108.
 
9. Colquitt, J. A.: Conlon, D. E.: Wesson, M. J.; Porter, C.; Ng, K. Y. (2001). “Justice at the millennium: A meta-analytic review of 25 years of organizational justice research”. Journal of Applied Psychology, 86(3), 425-445.
10. Colquitt, J. A. (2001). “On the dimensionality of organizational justice: A construct validation of a measure”. Journal of Applied Psychology, 86(3), 386-400.
11. Cropanzano, R.; Byne, Z. S.; Bobocel, D. R.; Rupp, D. E. (2001). “Moral virtues, fairness heuristics, social entities, and other denizens of organizational justice”. Journal of Vocational Behavior, 58(2), 164-209.
 
12. Deci, E. L.: Connell, J. P.; Ryan, R. M. (1989). “Self-determination in a work organization”. Journal of Applied Psychology, 74(4), 580-590.
 
13. Deci, E. L.; Ryan, R. M. (2000). “The what and why of goal pursuits: human needs and the self-determination of behavior”. Psychological Inquiry, 11(4), 227-268.
 
14. Dewettinck, K.; Van Ameijde, M. (2011). “Linking leadership empowerment behavior to employee attitudes behavioral intentions testing the mediating role of psychological empowerment”. Personnel Review, 40(3), 284-305.
15. Farh, J. L.; Liang, J.; Chou, L.; Cheng, B. S. (2008). “Paternalistic leadership in Chinese organizations: Research progress and future research directions”. In Chen, C.C. and Lee, Y.T. (Eds), Leadership and Management in China: Philosophies, Theories, and Practices, Cambridge University Press: Cambridge, 171-205.
16. Gong, Y.: Huang, J. C.; Farh, J. L. (2009). “Employee learning orientation, transformational leadership, and employee creativity: The mediating role of employee creative self-efficacy”. Academy of Management Journal, 52(4), 765-778.
17. Hackman, J. R.; Oldham, G. R. (1976). “Motivation through the design of work: Test of a theory”. Organizational Behavior and Human Performance, 16(2), 250-279.
18. Kalshoven, K.; Den Hartog, D. N.; De Hoogh, A. H. B. (2011). “Ethical leader behavior and big five factors of personality”. Journal of Business Ethics, 100, 349-366.
19. Kanungo, R. N. (2001). “Ethical values of transactional and transformational leaders. Canadian”. Journal of Administrative Sciences, 18, 257–265.
20. Leventhal, G. S. (1980). “What should be done with equity theory?”. In Gergen, K.J., Greenberg,M.S. and Willis, R.H. (Eds), Social Exchange: Advances in Theory and Research. New York, Plenum Press, 27-55.
21. Masterson, S. S.; Lewis, K.; Goldman, B.M.; Taylor, M. S. (2000). “Integrating justice and social exchange: The differing effects of fair procedures and treatment of work relationships”. Academy of Management Journal, 43(4), 738-748.
22. Piccolo, R.; Greenbaum, R.; Den Hartog, D. N.; Folger, R. (2010). “Task significance and job autonomy as motivational mechanisms in the ethical leadership process”. Journal of Organizational Behavior, 31, 259–278.
23. Resick, C.; Hanges, P.; Dickson, M.; Mitchelson, J. (2006). “A cross-cultural examinationof the endorsement of ethical leadership”. Journal of Business Ethics, 63, 345-359.
24. Spreitzer, G. M. (1995). “Psychological empowerment in the workplace: Dimensions, measurement, and validation”. Academy of Management Journal, 38(5), 1442-1465.
25. Spreitzer, G. M. (1996). “Social structural characteristics of psychological empowerment”. Academy of Management Journal, 39(2), 483-504.
26. Tepper, B. J.; Lockhart, D.; Hoobler, J. (2001). “Justice, citizenship, and role definition effects”. Journal of Applied Psychology, 86(4), 789-796.
27. Thomas, K. W.; Velthouse, B. A. (1990). “Cognitive elements of empowerment”. Academy of Management Review, 15(4), 666-681.
28. Zhang, X.; Bartol, K. M. (2010). “Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement”. Academy of Management Journal, 83(1), 107-128.

Files

Share

How to cite

Statistics