What are your foundational ethical beliefs?

Read the above article and submit your responses to these questions based on the article. You also need to respond to the responses to two other person. To answer these questions you should consider that I am working in the healthcare field as a physician assistant.

1. What are your foundational ethical beliefs?

2. How do you apply these in your daily life and in your professional career?

3. What did you find most useful from this article? What new information from this article can you apply in your profession?

4. Explain how well the article resonates with your foundational ethical beliefs.

You can use other resources in addition to the article I uploaded here but please make sure you are providing citations.

Requirements: There is no specific limitation and length requirement as long as you provide well thought and good explanation to the questions.

Examiningethicalleadershipinhealthcareorganizationsanditsimpactsonemployeeworkattitudes:anempiricalanalysisfromAustriaArletaAnnaFranczukowskaandEvaKrczalDepartmentforEconomyandHealth,DanubeUniversityKrems,Krems,AustriaChristineKnappat-MO-sphereImmobilienverwaltunge.U,Klagenfurt/Wörthersee,Austria,andMartinaBaumgartnerInfineonTechnologiesAustriaAG,Villach,AustriaAbstractPurpose–Thisstudyaimstoexaminetheeffectsofethicalleadershiponjobsatisfaction,affectivecommitmentandburnoutofhealthcareemployees,consideringfrustrationtoleranceandemotionalstabilityasmoderatingvariables.Design/methodology/approach–AquestionnairewasusedtosurveyhealthcareprofessionalsworkinginprivateandpublicAustrianhealth-careorganizations(hospitals,nursinghomes,rehabilitationcentersandsanatoriums).Thequestionnaireconsistedofitemsfromwell-establishedscales.Thecollecteddata(n=458)wasanalyzedusingcorrelationandregressionanalyzes.Findings–Findingsindicatedthatethicalleadershipissignificantlypositivelyrelatedtojobsatisfaction(r=0.485,p<0.01)andaffectivecommitment(r=0.461,p<0.01)andissignificantlynegativelyrelatedtoburnout(r=0.347,p<0.01).Theresultsalsosuggestthatfrustrationtolerance(ß=0.101,p<0.1)andemotionalstability(ß=0.093,p<0.1)moderatetherelationshipbetweenethicalleadershipandburnout.Furthermore,amoderationeffectofemotionalstabilityintheethicalleadershipandaffectivecommitmentrelationwasindicated.Nomoderationeffectwasfoundforfrustrationtoleranceoremotionalstabilityfortherelationshipbetweenethicalleadershipandjobsatisfaction.Practicalimplications–Ethicalleadershipemphasizesthesocio-emotionaldimensioninaleader-employeerelationship,whichcaneasilybeneglectedintimesofstaffcutsandworkoverload.Leadershiptrainingshouldincludethedevelopmentofskillsinhowtovisiblyactasamoralperson,aswellashowtosetclearethicalstandardsandcommunicatethemtoemployees.©ArletaAnnaFranczukowska,EvaKrczal,ChristineKnappandMartinaBaumgartner.PublishedbyEmeraldPublishingLimited.ThisarticleispublishedundertheCreativeCommonsAttribution(CCBY4.0)licence.Anyonemayreproduce,distribute,translateandcreatederivativeworksofthisarticle(forbothcommercialandnon-commercialpurposes),subjecttofullattributiontotheoriginalpublicationandauthors.Thefulltermsofthislicencemaybeseenathttp://creativecommons.org/licences/by/4.0/legalcodeTheauthorsareimmenselygratefultoProfHeikoBreitsohl,UniversityofKlagenfurt,forhisvaluablecommentsandsuggestionsonanearlierversionofthemanuscript.Theauthorsreceivednofinancialsupportfortheresearch,authorshipand/orpublicationofthisarticle.Employeeworkattitudes229Received5June2020Revised30November202029January2021Accepted15February2021LeadershipinHealthServicesVol.34No.3,2021pp.229-247EmeraldPublishingLimited1751-1879DOI10.1108/LHS-06-2020-0034ThecurrentissueandfulltextarchiveofthisjournalisavailableonEmeraldInsightat:https://www.emerald.com/insight/1751-1879.htm

Originality/value–Thisstudyaddsvaluetothelimitedevidenceonthebeneficialroleofethicalleadershipinhealthcaresettings.Inaddition,frustrationtoleranceandemotionalstabilityhavenotbeforebeeninvestigatedasmoderators.KeywordsHealth-care,Austria,Burnout,Jobsatisfaction,Affectivecommitment,Ethicalleadership,Frustrationtolerance,EmotionalstabilityPapertypeResearchpaperIntroductionHealth-careorganizationsareexpectedtoassumeresponsibilityforsociety,promotingpublichealth,respectingtherightsanddignityofpatientsandensuringhumanityandpatientsafety.Ethicsscandalsandmoraldebateshavetriggeredarisingconcernabouttheethics,integrityandsocialresponsibilityofhealthcareorganizations.Theethicalbehavioroforganizationsthroughoutdifferentbranchesandsectorshasincreasinglygainedattentioninsocialscientificresearch,particularlyintheleadershipfield(BrownandTreviño,2006;Kalshovenetal.,2011).Ethicalleadershiphighlightstheroleofleadersingeneratinganatmosphereoftrust,integrityandfairness(MendoncaandKanungo,2007).Giventheirpositionsofauthorityandstatusintheorganizationalhierarchy,leadersarereceivingparticularattentionfromemployees(Neubertetal.,2009).Theirlegitimatepower,controlofresourcesandresponsibilityenablesthemtoinfluenceboththeethicalorganizationalclimateandtheindividualbehaviorsoforganizationalmembers(Mayeretal.,2009;Schaubroecketal.,2012).Bythebeginningofthiscentury,ethicalleadershiphadbeenevolvedasadistinctleadershipconstruct.Brownetal.(2005)definedethicalleadershipas“thedemonstrationofnormativelyappropriateconductthroughpersonalactionsandinterpersonalrelationshipsandthepromotionofsuchconducttofollowersthroughtwo-waycommunication,reinforcementanddecision-making.”Thisdefinitionunfoldstwodimensionsofethicalleadership:themoralpersonandthemoralmanager.First,themoralpersondimensionreferstotheleader’spersonaltraitsandbehaviors.Ethicalleadersaredescribedasoutstandingrolemodels,altruistic,honest,trustworthyandfairindividualswhoshowtrueconcernandsupportfortheirsubordinates,aswellascareabouttheirbroadersociety(Treviñoetal.,2000).Second,themoralmanagerdimensionreferstoleaders’roleinshapingthebehaviorofothers.Ethicalleadersserveasrolemodelsforethicalconduct.Additionally,theyactivelymodelethicalbehaviorandencouragesubordinatestoactfairlyandethicallythroughcommunicatingclearethicalstandardsandvalues.Further,theyenforceexpectedbehaviorsbyusingarewardsystemtoguidedesirableandundesirableconduct(DenHartogandDeHoogh,2009;Kalshovenetal.,2011;Treviñoetal.,2000).Otherleadershiptheories,inparticulartransformational,authenticandservantleadership,alsoaddresstheethicaldimensionofleadership.Theseleadershiptheoriesincludetraitsandethicalbehaviorsthatrefertothemoralpersonaspectofethicalleadership.Inemphasizingleaders’proactiveinfluenceontheethicalconductoffollowers,theethicalleadershipapproachcanbedistinguishedfromotherrelatedtheories(BrownandTreviño,2006).Ethicalleadersnotonlyemphasizetheimportanceofethicsthroughexplicitcommunicationofethicalstandardsbutalsoshapeethicalbehaviorsofsubordinatesrelyingontransactionalformsofleadershiptodisciplineandreward(un)ethicalbehaviors(Brownetal.,2005).Empiricalresearchsuggeststhatleaderswhoregularlydemonstrateethicallynormativebehaviormayelicitpositiveeffectsonanumberofindividualandorganizationaloutcomes(LawtonandPaez,2015).Specifically,scholarshavefoundapositiverelationshipwithLHS34,3230

followers’perceptionsandattitudessuchassatisfactionwiththeirleaders,perceivedleadereffectiveness,trustinmanagementandorganizationalcommitment(Brownetal.,2005;DenHartogandDeHoogh,2009;Kalshovenetal.,2011).Whilethereisstrongempiricalsupportforapositiveimpactofethicalleadershiponemployees’attitudes,theunderlyingmechanisms,inparticular,theinterveningvariablesremainanimportantareaofresearch.Thisstudyaimstocontributeintwowaystotheexistingresearchonethicalleadership.First,thestudyintendstoprovideempiricalevidenceontheimpactofethicalleadershipinhealthcaretoaddtothegeneralizabilityoftheconstructbyexploringitsrelationshipwiththreeimportantemployeeworkattitudes:jobsatisfaction,affectivecommitmentandburnout.Second,usingafollower-centeredapproach,thestudyexaminesthemoderatingroleoftwoemployeepsychologicalresources:frustrationtoleranceandemotionalstability.Tothebestoftheauthors’knowledge,theinfluenceofthesepersonalresourcesontherelationshipbetweenethicalleadershipandemployeeworkattitudeshasnotyetbeenanalyzed.Empiricalevidenceoftheimpactofethicalleadershiponemployeeworkattitudesinhealthcaresettingsisscarce.Thefewstudiesthatexisthavereportedapositiverelationshipbetweenethicalleadershipandorganizationalidentification(Islametal.,2019;Lee,2010),organizationalcommitment(Goodetal.,2018)andgroupperformance(Walumbwaetal.,2012)amongnurses.AstudyconductedinaprivatehealthcareorganizationinGermanyobservedapositiveeffectofethicalleadershiponjobsatisfactionmoderatedbyco-workeremotionalsupport(GerpottandHackl,2015).Anotherstudyconductedwithphysiciansreportedabeneficialeffectofethicalleadershiponemotionalexhaustion,representingonedimensionofburnout(Okpozoetal.,2017).Inviewoftheidentifiedresearchgapsandbasedonthepostulatedhypothesespresentedinthefollowingsection,aresearchmodelwasdevelopedandempiricallytested.Theresultsofthestudyhaveboththeoreticalandmanagerialimplications,whicharepresentedinthefinalchapter.TheoreticalbackgroundandhypothesisdevelopmentIndevelopingourhypotheses,wereliedonthesocialexchangetheory,assumingthatethicalleadersmayinfluenceemployees’attitudesinparticularthroughthesocio-emotionaldimension.Socialexchangerelationshipsemergefrominteractionsbetweenleadersandsubordinatesandtheyaremotivatedbythemutualbenefitsderivedfromtheexchanges(Blau,1964;Hansen,2011).Whenemployeesperceivethattheyarebeingtreatedfairlyandwithrespect,theyareexpectedtoenterintohigh-qualityrelationshipswiththeirleaders(Mayeretal.,2009;Hansen,2011).Accordingtotheprinciplesofreciprocity,employeesfeelobligedtoreciprocatealeader’ssupportivetreatmentbyreturningbeneficialbehaviors(Blau,1964).Employeeswhoperceivetheirleaderstobestrongethicalleadersare,therefore,morelikelytoreciprocatebeneficialtreatmentbyshowingbetterperformance,strongercommitmentandhighersatisfaction(GerstnerandDay,1997;Mayeretal.,2009).EthicalleadershipandjobsatisfactionJobsatisfactionisdescribedas“apleasurableemotionalstateresultingfromafavorableappraisalofone’sjobasachievingorfacilitatingone’sjobvalue”(Locke,1969).Buildingonthesocialexchangetheory,weassumethatthekeybehaviorsofanethicalleadersuchasfairness,caringandconcernforemployees,shouldencouragepositiveresponsesbyemployees.Health-carestaffworkingwithethicalleadersexperienceanenvironmentcharacterizedbyinterpersonalfairness,honestyandgenuineconcernforothers.Thus,employeesareexpectedtodevelophigh-qualityrelationshipsandethicalworknormsandshouldbeexperiencingmorepositiveaffectivestatesofsatisfactionandhappinessEmployeeworkattitudes231

(Aveyetal.,2012).Infact,astudybyAveyetal.(2012)reportsthatwhenemployeesevaluatetheiroveralllevelofjobsatisfaction,theyalsoincludeimplicitexpectationsconcerningtheirleaders’ethicalconduct.Ourassumptionsaresupportedbyempiricalresearchconfirmingthepositiveeffectofethicalleadershiponjobsatisfactioninvariousorganizationalsettings(Aveyetal.,2012;Neubertetal.,2009;OkanandAkyüz,2015;Ogunfowora,2014;Tuetal.,2017;Yang,2014).Drawingontheargumentsstatedabove,itishypothesizedthatethicalleadershipispositivelyrelatedtothejobsatisfactionofhealthcareprofessionals:H1.Ethicalleadershipofdirectsupervisorsispositivelyrelatedtoemployeejobsatisfactioninhealthcaresettings.EthicalleadershipandaffectivecommitmentAffectivecommitmentrefersto“theemotionalattachmentto,identificationwithandinvolvementintheorganization”(Meyeretal.,2002).Itrepresentsoneofthethreedistinctcomponentsoforganizationalcommitment(MeyerandAllen,1991).Thisstudyfocusesonaffectivecommitmentasitcapturestheemotionaldimensionandislikelytodevelopthroughthesocialexchangeinaleader-followerrelationship.Ethicalleadersshapetheworkingenvironmentbymeansoftheirpersonalactionsandinterpersonalrelationships.Buildingonthelinesofsocialexchanges,weassumethatethicalleadershipshouldworkasafacilitator,makinghealthcarestaffreciprocatewithattitudesandbehaviorsvaluedbytheorganization.Whenhealthcareemployeesexperiencepositiverelationshipswiththeirsubordinates,includingbeingtreatedfairlyandwithrespectandreceivingsupportwhenneeded,thisshouldtriggerthesocialexchangeprocess,strengthenemotionalattachmentandmakethemfeelmorecommittedtotheorganization’sgoalsandvalues.Findingsconfirmedthatstrongleader-memberexchangerelationshipswereassociatedwithhigherlevelsofaffectivecommitment(Hassanetal.,2013;Shoreetal.,2006).Guidedbytheoreticalassumptionsandempiricalevidence(Demirtasetal.,2017;Hassanetal.,2013;Loietal.,2015;Neubertetal.,2009;NevesandStory,2015;Walumbwaetal.,2011)thisstudyhypothesizesthatethicalleadershipispositivelyrelatedtoaffectivecommitmentinhealthcareprofessionals:H2.Ethicalleadershipofdirectsupervisorsispositivelyrelatedtoemployeeaffectivecommitmentinhealthcaresettings.EthicalleadershipandburnoutBurnoutisconsideredapsychologicalstrainresultingfromchronicemotionalandinterpersonalstressorsonthejob(Maslach,2003;LeeandAshforth,1996).Itrefersto:[…]asyndromewhichemanatesfromanindividual’sperceptionofunmetneedsandexpectations.Itischaracterizedbyprogressivedisillusion,withrelatedpsychologicalandphysicalsymptomswhichdiminishone’sself-esteemanddevelopgraduallyoveraperiodoftime(GoldandRoth,1993).Health-careprofessionsarewidelyrecognizedasstressfuloccupationsthathaveahighriskforburnout.Facingworkingconditionscharacterizedbyvariouspressuresconcerningjobcontent,workloadandsocialexpectationscoupledwithperceptionsoflowcontroloverpatientoutcomes,healthcareprofessionalsworkinanenvironmentthatisverylikelytoinducesymptomsofburnout(ChiandChi,2014).EthicalleadersshowinterestintheLHS34,3232

well-beingoftheirfollowers,listentotheirconcernsandprovidesupportwhenneeded.Thus,ethicalleadershipcreatesapositiveandpsychologicallysafeworkenvironmentforhealthcarestaff.Workinginafairandsecureorganizationalenvironmentandreceivingsupportwhenneededshouldreduceperceivedwork-relatedstress.Socialsupport,especially,isexpectedtoreducefeelingsofemotionalexhaustion,onecentraldimensionofburnout(Halbesleben,2006;LeeandAshforth,1996).Further,throughtheethicalmanagerdimension,leadersengageinopencommunicationwithemployees,clarifyingexpectationsandresponsibilitiesthatshouldreduceemployees’uncertaintywhenperformingtheirjobs(DemirtasandAkdogan,2015;Zhengetal.,2015).Reducingfeelingsofuncertaintyintheirjobsandbehaviorsshouldtranslateintolowerlevelsofwork-relatedstress,thusreducingtheriskofburnout.Also,inhigh-qualityrelationships,employeesfeelsafetoexpresstheirinnerfeelings,whichalsobuffersthemfromexperiencingburnout(MoandShi,2017).Theargumentsabovearestrengthenedbyempiricalfindingssuggestingthatethicalleadershiphasthepotentialtoreduceemotionalexhaustion(Chughtaietal.,2015;Zhengetal.,2015)andtoprotectemployeesfromburnout(MoandShi,2017;Okpozoetal.,2017).Drawingontheselines,thisstudyhypothesizesthatethicalleadershipinthehealthcaresectorreducesemployeeburnout:H3.Ethicalleadershipofdirectsupervisorsisnegativelyrelatedtoemployeeburnoutinhealthcaresettings.ModeratingroleofemotionalstabilityandfrustrationtoleranceEmotionalstabilityislinkedtoalowlevelofneuroticism,representingoneoftheBigFivepersonalitydimensions(BarrickandMount,1991).Emotionallystableindividualsareabletoadequatelycopewithfeelingsofanxiety,emotionality,irritation,discontentandanger(BarbaranelliandCaprara,2000).Thesocialexchangetheoryapproachpredictsapositiveimpactofethicalleadershiponjobsatisfactionandaffectivecommitmentbecauseemployeesdevelophigh-qualityinterpersonalrelationshipsthatfosterpositiveworkexperiences.Weassumethatemotionalstabilityaffectsthenatureandqualityofleader-employeerelationships,which,inturn,moderatestheeffectofethicalleadershiponemployeeattitudes.Emotionallystableemployeesareexpectedtoperceivemorepositiveworkexperiences,includingrelationshipswithcolleaguesandsubordinates,thanemotionallyunstableemployeesstrugglingwithfeelingsofdiscontentandanger.Thus,theymaymorereadilydevelophigh-qualityinterpersonalrelationshipswiththeirleadersandmaybetterrespondtothepositiveworkingclimateethicalleaderscreate.We,therefore,expectthatthepositiveinfluenceofethicalleadershiponjobsatisfactionandaffectivecommitmentwillbestrongerinemployeeswithhighemotionalstabilitythaninthosewithlowemotionalstability.Further,itwouldbemorechallengingforethicalleaderstocreateasecureworkingenvironmentforemotionallyunstableemployees,whomaybeanxiousandtenseandlikelyexperiencingmorefeelingsofstress.Thehighethicalstandardsandintenserelationshipswithethicalleadersmaycausehighpressureandoverloadforemotionallyunstableemployees.Thus,theymaybenefitlessfromethicalleadershipthanemotionallystableemployees.We,therefore,expectthatthenegativerelationshipbetweenethicalleadershipandemployeeburnoutwillbeweakerwhenemployeeemotionalstabilityislower.Asasecondmoderatingvariable,weintroducefrustrationtoleranceintoourtheoreticalmodel.Frustrationtoleranceiscloselyrelatedtoemotionalstabilityandisdefinedas“theabilityofanindividualtotolerateafrustratingsituationforalongerperiodoftimewithoutdistortingtheobjectivefactorsofthesituation”(Rosenzweig,1938).EmployeeswithalowEmployeeworkattitudes233

frustrationtolerancetendtogiveupquicklywheneffortsfailorareblocked(CostaandMcCrae,1992).Theystruggletodealwithstress,delays,obstaclesoranysituationthatmakesthemuncomfortable.Health-carestaffoftenexperiencesituationsofworkoverloadortimepressure.Furthermore,healthcareemployeesarenotalwaysabletobringrelieftopatientsorsavetheirlives.Weassumethathealthcareemployeeswithhighfrustrationtolerancewillexperiencemorepositivejobevents,eveninchallengingtimes.Theymaymorereadilyrespondtoleaders’ethicalleadershipresultinginhigherjobsatisfactionandaffectivecommitment.Thus,weexpectthatthepositiveinfluenceofethicalleadershiponjobsatisfactionandaffectivecommitmentwillbestrongerinemployeeshighonfrustrationtolerancethaninthoselowonfrustrationtolerance.Furthermore,itcouldbemorechallengingforethicalleaderstoshapeapsychologicallysafeworkenvironmentforemployeeswithlowfrustrationtolerance,astheymorefrequentlyexperiencefeelingsofstresswhentheireffortsfailordonotachievedesiredgoals.Thus,theymaybenefitlessfromethicalleadershipthanemployeeswithhighfrustrationtolerance.We,therefore,expectthatthenegativeinfluenceofethicalleadershiponburnoutwillbeweakerwhenemployeefrustrationtoleranceislower.Theinfluenceofemployees’psychologicalresourceshasreceivedverylittleattentioninresearchonethicalleadership.Tocontributetothisresearchgap,thisstudyintroducesfrustrationtoleranceandemotionalstabilityintotheresearchmodel:H4.Frustrationtolerancemoderatestherelationshipbetweenethicalleadershipofdirectsupervisorsandemployeejobsatisfaction,affectivecommitmentandburnoutinhealthcaresettings.H4.1.Thehigheremployeefrustrationtolerance,thestrongerthepositiveinfluenceofethicalleadershiponjobsatisfaction.H4.2.Thehigheremployeefrustrationtolerance,thestrongerthepositiveinfluenceofethicalleadershiponaffectivecommitment.H4.3.Theloweremployeefrustrationtolerance,theweakerthenegativeinfluenceofethicalleadershiponburnout.H5.Emotionalstabilitymoderatestherelationshipbetweenethicalleadershipofdirectsupervisorsandemployeejobsatisfaction,affectivecommitmentandburnoutinhealthcaresettings.H5.1.Thehigheremployeeemotionalstability,thestrongerthepositiveinfluenceofethicalleadershiponjobsatisfaction.H5.2.Thehigheremployeeemotionalstability,thestrongerthepositiveinfluenceofethicalleadershiponaffectivecommitment.H5.3.Theloweremployeeemotionalstability,theweakerthenegativeinfluenceofethicalleadershiponburnout.MethodologyResearchmodelTheabove-mentionedhypotheseswereschematizedinaconceptualmodel(Figure1)reflectingtherelationsbetweentheindependent(X),dependent(Y)andmoderatingvariables(M).LHS34,3234

DatacollectionprocedureTotesttheconceptualmodelempirically,aquestionnaire-basedsurveywasconductedwithhealthcareprofessionalsfromdifferenthealthcareorganizations(hospitals,nursinghomes,rehabilitationcentersandsanatoriums)locatedintwoAustrianfederalstates(KärntenandSalzburg).Twodifferentmodesofdatacollectionwerecombined,involvingweb-basedandpaper-basedmodes.Theonlinequestionnaire,developedinLimeSurvey2.06þ,wasdistributedviae-maildistributionlistsofnineselectedhealthcareorganizationsandhighereducationinstitutionssuchasmedicaluniversitiesandschoolsofhealthandnursing.Educationalinstitutionswereinvolvedtofacilitatecontactinggraduates.Thisactivesamplingtechnique(ThielschandWeltzin,2012)ensuredthatonlypeoplecontactedandinvitedviaemailwereabletoparticipate.Thosewhodidnotrespondaftereightweeksweresentareminder.Inaddition,aprintversionofthequestionnairewasdistributedinthesamefacilities;thus,participationinthestudyalsotookplacethroughself-selection.Thismixedmodeofdatacollectionservedtoincreasethesizeofthesample,whichwasimportant,ashighlysensitivedatawascollectedduringthestudyandonlinesurveysareknownfortheirdisadvantages(includingissuesrelatedtoanonymity,samplingframes,responseratesandaccesstopopulations(Wright,2005)).Toassuretheconfidentialityofrespondentsandtoreducesocialdesirability,detailedinformationwasprovided.DuringthedatacollectionperiodofDecember2016toMarch2017,458useablequestionnaireresponseswereobtained.Inlinewithgeneralrecommendationsfordeterminingsamplesize(Israel,1992),thusobtainedsamplewithasamplingerrorof65%andaconfidencelevelof0.95%wassufficientforrepresentingthemainpopulationofapproximately200,000peopleworkingintheAustrianhealthcaresector.StudysampleTheobtainedsample(n=458)consistedof136(29.7%)physicians,175(38.2%)nursesand147(32.1%)otherhealthcareprofessionals(midwives,physiotherapists,speechtherapists,occupationaltherapistsandradiologytechnologists).Themajorityofrespondentswerefemale(302individuals,65.9%)andbetween25and44yearsold(318individuals,69.5%).Ofrespondents,317(69.2%)workedinhospitals,75(16.4%)innursinghomes,55(12%)inrehabilitationcentersand11(2.4%)insanatoriums;303(66.2%)oftheseinstitutionswerepublic.Themajorityofrespondents(323individuals,70.5%)workedfulltimeinanunlimitedcontractualrelationship(344individuals,75.1%)andhadbeenemployedfewerthanfiveyearswiththeircurrentorganization(310individuals,67.7%).MeasuresThequestionnairewascomposedoftwosections.Thefirstsectionincludedparticipants’demographicinformation,includingprofession,age,gender,typeofinstitution(hospital,nursinghome,rehabilitationcenterorsanatorium),legalformoftheinstitution(public/private),Figure1.ResearchmodelEthical leadership (X)Frustration tolerance (M)Job satisfaction (Y)Affective commitment (Y)Burnout (Y)Emotional stability (M)H1H2H3H4H5Employeeworkattitudes235

formofcontract(limited/unlimited),extentofemployment(full-time/part-time)anddurationofemployment.Thesecondsectionconsistedofitemsfromexistingmeasurementinstrumentsthathavebeenusedinpriorresearchandprovedtobevalidandreliable.Therefore,nonewscaleshadtobedeveloped.MostoftheinstrumentswereoriginallyconstructedinEnglish.Germanversionsofthescalesthathavebeenpreviouslytestedforvalidityandreliabilitywereobtained.Tomeasureethicalleadership,aGermanversionofthewell-known10-itemethicalleadershipscale(ELS)developedbyBrownetal.(2005)wasused.Anexamplefromtheoriginalscaleis“Mysupervisormakesfairandbalanceddecisions.”Responsesarescoredonafive-pointLikertscaleinwhich1represents“never”and5represents“always.”JobsatisfactionwasoperationalizedusingtheshortversionoftheGerman8-itemSkalazurMessungvonArbeitszufriedenheitscaledevelopedbyFischerandLück(1972).Anexamplestatementis“Ireallyenjoythework.”Responsesarescoredonafive-pointLikertscale,withanswersrangingfrom“right”to“wrong.”AGermanversionofthe8-itemaffectivecommitmentscalefromAllenandMeyer(1990)wasusedtomeasureaffectivecommitment.Itincludesstatementslike“Ienjoydiscussingmyorganizationwithpeopleoutsideit”and“Ireallyfeelasifthisorganization’sproblemsaremyown.”Responsesarescoredonaseven-pointLikertscalerangingfrom“totallyagree”to“totallydisagree.”BurnoutwasmeasuredusingnineitemscoveringemotionalexhaustionfromtheGermanversionoftheMaslachburnoutinventorydevelopedbyBüssingandPrerrar(1992).Examplesofstatementsinclude“Ifeelemotionallydrainedfrommywork”and“Ifeelfrustratedbymyjob.”Responsesarescoredonaseven-pointLikertscalerangingfrom“never”to“afewtimesaday.”SixitemsfromtheMunichpersonalitytestcreatedbyZerssenetal.(1988)wereusedtomeasurefrustrationtolerance.Examplesofstatementsinclude“Igetoverdisappointmentsquickly”and“Ifinditeasytorelax.”Responsesarescoredonafour-pointLikertscalerangingfrom“completelytrue”to“nottrue.”EmotionalstabilitywasassessedusingsixitemsfromtheNEO-fivefactorinventorydevelopedbyCostaandMcCrae(1992)andadaptedintoGermanbyBorkenauandOstendorf(1993).Itemsarearrangedintheformofpairsofopposites(e.g.vulnerable–robust;helpless–self-confident)andarescoredonasix-pointLikertscale.DataanalysisResponseswerecodedsothathighscorescorrespondtoahighvalueoftheconstructofinterest.Then,itemsoneachscalewereaveragedwithinthescalestogeneratecompositemeasuresforeachvariable.Toexaminethereliabilityoraccuratenessandprecisionofthemeasurementinstruments,awell-knowntestcalledCronbach’salphawasused.Ingeneral,reliabilitylevelsabove0.70areconsideredsatisfactoryforresearchinstruments(TavakolandDennick,2011).Totesttheproposedhypotheses,correlationandregressionanalyzesusingIBMSPSSStatistics25.0wereperformed.Toassessthepredictedmoderatingeffectsoffrustrationtoleranceandemotionalstability,multiplelinearregressionmodelswereconductedbyconsideringthemaineffectofX,themaineffectofMandtheinteractioneffectX*M(Z)onY.Inthecaseofastatisticallysignificantbetacoefficientoftheinteractionterm(Z),amoderatingeffectofMontherelationshipbetweenXandYcanbeconfirmed(Pradoetal.,2014).ThemoderationanalyzeswerefurthercheckedviamodelscalculatedwiththePROCESSmacrodevelopedbyHayes(2018),inwhichthebootstrappingprocedureisusedanddataforvisualizingtheinteractioneffectsisprovided.LHS34,3236

ResultsReliabilityanalysisAsshowninTable1,thereliabilitystatusofmeasurementinstrumentswassatisfactorywithreliabilitylevelsabove0.779.Thatmeansthatthescalesusedinthestudyaccuratelymeasuredwhattheywereintendedtomeasure.DescriptivestatisticsandcorrelationanalysisTable1alsopresentsvaluesformean,standarddeviationandcorrelationamongvariables.Asexpected,ethicalleadershipwaspositivelyandsignificantlycorrelatedwithjobsatisfaction(r=0.485,p<0.01),affectivecommitment(r=0.461,p<0.01),frustrationtolerance(r=0.231,p<0.01)andemotionalstability(r=0.130,p<0.01)andwassignificantlynegativelycorrelatedwithburnout(r=0.347,p<0.01).Inexaminingthecorrelationmatrix,nomulticollinearityproblemswereidentified,ascorrelationcoefficientsbetweenthevariableswerebelowtherecommendedlevelof0.80(BrymanandCramer,1999).HypothesestestingAsshowninTable2,ethicalleadershipwasfoundtobesignificantlyandpositivelyrelatedtojobsatisfaction(ß=0.485,p<0.01)andaffectivecommitment(ß=0.461,p<0.01)andsignificantlynegativelyrelatedtoburnout(ß=0.347,p<0.01).Thus,H1,H2andH3weresupported.Resultssuggestinteractiveeffectsofethicalleadershipandemployees’psychologicalresourcesoccurred.AsdisplayedinTables3and4andvisualizedinFigures2and3,itwasfoundthatfrustrationtolerance(ß=0.102,p<0.05)andemotionalstability(ß=0.104,p<0.05)significantlymoderatetherelationshipbetweenethicalleadershipandburnout.Thehigheraperson’sfrustrationtoleranceoremotionalstability,theweakerthenegativeinfluenceofethicalleadershiponburnout.ContrarytoH4.3,thenegativerelationshipofethicalleadershipwithburnoutwasweakerforemployeeshighthanforthoselowonTable1.Reliabilityanalysis,descriptivestatisticsandcorrelationanalysisVariablesaMeanSD123456Ethicalleadership0.9083.1280.867Jobsatisfaction0.8353.7060.7870.485**Affectivecommitment0.8094.1341.1620.461**0.535**Burnout0.8932.1580.8420.347**0.591**0.359**Frustrationtolerance0.7792.6300.5600.231**0.358**0.125**0.431**Emotionalstability0.8014.3610.7840.130**0.240**0.093*0.317**0.533**Notes:**Correlationissignificantat0.01(two-tailed);*Correlationissignificantat0.05(two-tailed)Table2.RegressionanalyzesfortestingH1,H2andH3HypothesesR2Adj.R2btpH1Ethicalleadership!jobsatisfaction(þ)0.2350.2330.48511.8290.000H2Ethicalleadership!affectivecommitment(þ)0.2130.2110.46111.1020.000H3Ethicalleadership!burnout()0.1200.1180.3477.8920.000Note:StandardizedbetasareshownEmployeeworkattitudes237

JobsatisfactionModelIModelIIHypothesisVariablebtpbtpH4.1Ethicalleadership0.44310.1260.0000.4249.3380.000Frustrationtolerance0.2565.8350.0000.2705.9780.000ELFT0.0280.6510.5160.0230.5230.601Gender0.0701.5950.112Age0.0861.5790.115Profession0.0290.5340.594Extentofemployment0.0070.1600.873Formofcontract0.0040.0780.938Typeofinstitution0.0651.2770.202Legalformofinstitution0.0080.1690.866Durationofemployment0.0160.2910.771R20.3080.323Adj.R20.3020.303DR20.016F56.19516.120H5.1Ethicalleadership0.47210.7630.0000.4529.9690.000Emotionalstability0.1974.4420.0000.2154.7360.000ELES0.0230.5290.5970.0230.5060.613Gender0.0601.3320.184Age0.0901.6230.105Profession0.0260.4610.645Extentofemployment0.0110.2490.804Formofcontract0.0300.6230.534Typeofinstitution0.0731.4050.161Legalformofinstitution0.0020.0510.959Durationofemployment0.0130.2340.815R20.2800.298Adj.R20.2740.277DR20.018F49.11014.294AffectivecommitmentModelIModelIIHVariablebtpbtpH4.2Ethicalleadership0.4639.9200.0000.4719.7600.000Frustrationtolerance0.0080.1730.8620.0070.1380.890ELFT0.0030.0640.9490.0040.0840.933Gender0.0701.4830.139Age0.0160.2800.780Profession0.0010.0240.981Extentofemployment0.0230.4750.635Formofcontract0.0050.0950.924Typeofinstitution0.0090.1650.869Legalformofinstitution0.0190.3740.709Durationofemployment0.1332.2910.023R20.2130.235Adj.R20.2070.212DR20.022F34.20410.357(continued)Table3.RegressionanalyzesfortestingH4andH5LHS34,3238

JobsatisfactionModelIModelIIHypothesisVariablebtpbtpH5.2Ethicalleadership0.45810.0870.0000.4659.9230.000Emotionalstability0.0621.3400.1810.0681.4540.147ELES0.1192.6140.0090.1122.4090.016Gender0.0671.4490.148Age0.0180.3190.750Profession0.0180.3220.747Extentofemployment0.0110.2210.825Formofcontract0.0130.2660.791Typeofinstitution0.0040.0760.940Legalformofinstitution0.0250.5090.611Durationofemployment0.1282.2300.026R20.2290.249Adj.R20.2230.227DR20.020F37.46211.190BurnoutModelIModelIIHVariablebtpbtpH4.3Ethicalleadership0.2435.2810.0000.2324.8830.000Frustrationtolerance0.3587.7570.0000.3798.0000.000ELFT0.1022.2580.0240.1022.2400.026Gender0.0561.2050.229Age0.0591.0340.302Profession0.0520.9230.357Extentofemployment0.0190.4080.683Formofcontract0.0691.3690.172Typeofinstitution0.0100.1900.850Legalformofinstitution0.0310.6260.532Durationofemployment0.0741.2950.196R20.2360.259Adj.R20.2300.237DR20.023F39.08411.777H5.3Ethicalleadership0.2775.9300.0000.2665.4970.000Emotionalstability0.2585.4560.0000.2725.6010.000ELES0.1042.2030.0280.1062.2030.028Gender0.0460.9590.338Age0.0751.2650.207Profession0.0440.7350.463Extentofemployment0.0280.5730.567Formofcontract0.0370.7170.474Typeofinstitution0.0270.4930.622Legalformofinstitution0.0180.3450.730Durationofemployment0.0741.2510.212R20.1800.197Adj.R20.1730.174DR20.018F27.6478.294Notes:H=Hypothesis;EL=Ethicalleadership;FT=Frustrationtolerance;ES=Emotionalstability;standardizedbetasareshownTable3.Employeeworkattitudes239

Table4.Conditionaleffectsofthefocalpredictoratthevalueofthemoderator(s)HypothesisBurnoutH4.3FrustrationtoleranceEffectsetpLLCIULCI0.6300.3690.0625.9790.0000.4900.2480.0360.2600.0406.4400.0000.3400.1810.5360.1780.0503.5340.0000.2780.079H5.3Emotionalstability0.6940.3810.0556.9790.0000.4880.2740.0270.3100.0417.5330.0000.3910.2290.8060.2230.0554.0780.0000.3300.115AffectivecommitmentH5.2EmotionalstabilityEffectsetpLLCIULCI0.6940.5180.0746.9620.0000.3720.6650.0270.6010.05610.6930.0000.4910.7120.8060.7050.0749.4710.0000.5590.852Notes:H=Hypothesis;valuesofthemoderatorsarethe16th,50thand84thpercentilesFigure2.Moderationeffectoffrustrationtoleranceintheethicalleadershipandburnoutrelation11.522.533.544.55Low Ethical leadershipHigh Ethical leadershipBurnoutLow FrustrationtoleranceHigh FrustrationtoleranceFigure3.Moderationeffectofemotionalstabilityintheethicalleadershipandburnoutrelation11.522.533.544.55Low Ethical leadershipHigh Ethical leadershipBurnoutLow EmotionalstabilityHigh EmotionalstabilityLHS34,3240

frustrationtolerance.Also,contrarytoH5.3,thenegativerelationshipofethicalleadershipandburnoutwasweakerforemployeeshighthanforthoselowonemotionalstability.Thus,H4.3andH5.3cannotbeconfirmed.Furthermore,asdisplayedinTables3and4,thestudyindicatedasignificantmoderationeffectofemotionalstabilityintherelationshipbetweenethicalleadershipandaffectivecommitment(ß=0.119,p<0.01).AscanbeseeninFigure4,theeffectsareclosetooneanotheratlowethicalleadershipandsignificantlyhigherathighethicalleadership;wherebyhighemotionalstabilityadditionallyincreasesthiseffect.Itcan,therefore,beassumedthatthehigheraperson’semotionalstability,thestrongerthepositiveinfluenceofethicalleadershiponaffectivecommitment.Thus,H5.2wassupported.Indeed,nosignificantmoderationeffectoffrustrationtolerancecouldbefoundintherelationshipbetweenethicalleadershipandaffectivecommitment(ß=0.003,ns).Thus,H4.2cannotbeconfirmed.Likewise,nosignificantmoderationeffectoffrustrationtolerance(ß=0.028,ns)oremotionalstability(ß=0.023,ns)couldbefoundintherelationshipbetweenethicalleadershipandjobsatisfaction.Thus,ourresultsalsodonotprovidesupportforH4.1andH5.1.ControlvariablesLesssignificantfindingswereobservedbycontrollingstudyresultsfordemographicfactors.Itturnedoutthatthecontrolvariablesdidnotsignificantlycontributetotheclarificationofvarianceinjobsatisfaction(R2=0.035,p=0.100),affectivecommitment(R2=0.025,p=0.313)orburnout(R2=0.019,p=0.517).Theexplanationofvarianceincreasedsignificantlyonlywiththeadditionofethicalleadership.Thismeansthatthecontrolvariablesdidnotsignificantlyinfluencetheresearchquestionofhowethicalleadershipaffectsjobsatisfaction,affectivecommitmentandburnout.Itcouldbeshownonlythatthecontrolvariablesalonesignificantlyexplain4.2%(p=0.043)ofthevarianceinemotionalstabilityand4.5%(p=0.026)ofthevarianceinfrustrationtolerance,whichrepresentsaverysmalleffectsize.AsshowninTable3,hardlyanysignificantresultscouldbefoundbyexaminingmoderatingrelationships.Itturnedoutonlythataffectivecommitmentsignificantlyincreasedwiththelengthofemploymentinthemoderatingrelationships.Asidefromtheseresults,thestudyshowedthatphysiciansratedtheirsupervisors’ethicalleadershipsignificantlylowerthandidotherhealthprofessionals(ß=0.170,p=0.001).Figure4.Moderationeffectofemotionalstabilityintheethicalleadershipandaffectivecommitmentrelation11.522.533.544.55Low Ethical leadershipHigh Ethical leadershipAffective commitmentLow EmotionalstabilityHigh EmotionalstabilityEmployeeworkattitudes241

DiscussionTheaimofthecurrentresearchwastwofold:First,toexaminetheimpactofethicalleadershiponemployeeworkattitudes,includingjobsatisfaction,affectivecommitmentandburnoutinthehealthcarecontextandsecond,toinvestigatethemoderatingroleoffrustrationtoleranceandemotionalstabilityintheserelationships.Consistentwithpreviousstudiesconductedindifferentcontexts,findingsrevealedasignificantandpositivedirecteffectofethicalleadershiponjobsatisfactionandaffectivecommitmentandasignificantnegativedirecteffectonburnout.Thismeansthatleadersinhealthcareorganizationsbeingperceivedasstrongethicalleadersbytheiremployeescanenhanceemployeejobsatisfactionandaffectivecommitmentandreducetheriskofburnout.Concerningthemoderatingroleoffrustrationtoleranceandemotionalstability,resultsconfirmthisroleintherelationshipbetweenethicalleadershipandburnout.However,contrarytoourassumptions,itturnedoutthatthehigheraperson’sfrustrationtoleranceoremotionalstability,theweakerthenegativeinfluenceofethicalleadershiponburnout.Apossibleexplanationforthiscouldbethatthesafeandfairworkingenvironmentethicalleaderscanestablishisespeciallyrelevanttothoseloweronemotionalstabilityorfrustrationtolerance.Employeeswhoarelowonemotionalstabilityorfrustrationtolerancetendtoexperiencemorefeelingsofstressandhelplessness.Thismakesthemlikelytoturntotheirtrustworthyleader,whoshowstrueconcernandsupportforthem.Thereislessneedforsuchleadersupportforemotionallystableorlessfrustratedemployees.Therefore,theadded“value”ofethicalleadershipinreducingstressandburnoutislikelytobestrongerforemployeeslowonemotionalstabilityorfrustrationtolerance.Furthermore,ourstudyindicatedamoderatingroleofemotionalstabilityintherelationshipbetweenethicalleadershipandaffectivecommitment.Asexpected,itcouldbeshownthatthehigheraperson’semotionalstability,thehigherthepositiveinfluenceofethicalleadershiponaffectivecommitment.Tothebestoftheauthors’knowledge,thisissuehasnotbeenstudiedpreviously.Therefore,morestudiesareneededtocheckourresults.Unlikewhatwashypothesized,nomoderatingeffectoffrustrationtoleranceintherelationshipbetweenethicalleadershipandaffectivecommitmentwasfound.Likewise,nomoderatingeffectofemotionalstabilityorfrustrationtolerancewasfoundintherelationshipbetweenethicalleadershipandjobsatisfaction.Apossibleexplanationcouldbethatvariouscontextualfactorsplayanimportantroleinshapingemployeeattitudesregardingjobsatisfactionandaffectivecommitment,whichwerenotconsideredinourmodel.Forexample,rewardsystems,workcontentandempowermentmayalsoaffectemployeeratingsonsatisfactionandcommitment.Next,ourresearchsupportspreviousstudies,whichidentifiedapositiverelationshipbetweenthedurationofemploymentandemployeecommitmentinthehospitalsetting(Kelarijanietal.,2014;McNeese-SmithandCrook,2003).Moreover,theresultsrevealeddifferencesinsupervisors’ratingsbetweentheprofessionalgroups.Physiciansratedtheirsupervisors’ethicalleadershipsignificantlylowerthandidnursesandotherhealthcareprofessionals(midwives,physiotherapists,speechtherapists,occupationaltherapistsandradiologytechnologists).Oneexplanationcouldbethatphysiciansexpecthigherethicalstandardsfromtheirsuperiorsthandootherprofessionals.Anotherexplanationcouldbethatnursesandotherhealthcareprofessionalslikemidwivesorphysiotherapistspaymoreattentiontothesocio-emotionalrelationshipwiththeirsubordinatesthandophysicians.Thisdifferenceinsupervisorratingwouldbeworthexploringdeeperinfutureresearchstudies.TheoreticalimplicationsThisstudyhasenrichedthecurrentbodyofliteraturebyprovidingseveralinsightsintotheeffectofethicalleadershipinahealthcarecontext.Inparticular,thepresentstudyenrichesleadershipresearchbyexploringtheroleofethicalleadershipinreducingtheriskofLHS34,3242

burnout.Thefindingsprovideadditionalevidenceforthepositiveeffectofethicalleadership.Whilenumerouspositiveeffectsofethicalleadershiphavebeendocumentedbyresearchers,theconditionsthataltertheinfluenceofethicalleadershiparemuchlessknown.Intakingafollower-centeredapproach,employees’psychologicalresourceswereintroducedasapossiblemoderatorfortherelationshipbetweenethicalleadershipandemployeeworkattitudes.Studyresultsrevealedamoderatingeffectofemployeefrustrationtoleranceandemotionalstabilityintherelationshipbetweenethicalleadershipandburnout,aswellasamoderatingeffectofemotionalstabilityintherelationshipbetweenethicalleadershipandaffectivecommitment.Finally,researchfindingscontributetothemeasurementofethicalleadership.TheELSexhibitedverystrongreliabilityinpredictingethicalleadershipinthehealthcarecontextinAustria.PracticalimplicationsEthicalleadershipemphasizesthesocio-emotionaldimensioninaleader-employeerelationship,whichcaneasilybeneglectedintimesoftimepressuresandstaffcuts.Theresultsshedlightontheimportanceofinvestingtimeinestablishingahigh-qualityrelationshipwithemployeesbasedonmutualtrustandrespect.Fromthisperspective,ethicalleadershipdoesnotreferonlytotheethicalconductofaleaderbutcoversabroaderleadershiprange,includingsocio-emotionalcompetencieslikeshowingconcernforemployees,providingsupportwhennecessary,settingclearstandardsforteamworkandestablishingafairandsafeworkenvironment.Health-careleadersshouldalwaysbeawareoftheconsequencesoftheirbehaviorswhentreatingemployeesfairlyandhonestlyornot.Notwithstanding,thereadershouldkeepinmindthatethicalleadershipemphasizestherelationship-orienteddimensionofleadershipanddoesnotcoverthefullrangeofleadershiptasks,especiallythosethatrefertothetask-relateddimensionofleadership.Next,healthcareleadersshouldbeawareoftheimportanceofbeingrolemodelsfortheiremployees.Health-careprofessionalsoftenfacesituationsinvolvingethicaldilemmasorcontextsinwhichthemoralintensityofethicaldecisionsishigh.Suchsituationsdrawtheattentionofemployeestotheirleaders(Brownetal.,2005;BrownandTreviño,2006).Theypayattentiontothedecision-makerstoseehowtheyhandlethesituation(BrownandTreviño,2006).Suchcriticalincidentsshapeemployees’perceptionsofleadershipbehaviorandwillhaveagreatinfluenceonshapingtheirattitudesandethicalconduct(Brownetal.,2005;BrownandTreviño,2006).Moreover,theethicalleadershipconceptalsoencompassesassumingresponsibilityforthebroadersociety(Cameronetal.,2004).Payingattentiontotheethicaldimensionofleadershipwouldstrengthenthesocialmissionofahealthcareinstitutiontoprovidearesponsiveenvironmentforpatientsandtheirfamiliesandtoengageinpublichealthinitiativestoimprovethequalityoflifeforallmembersofthecommunity.Leadershiptrainingshouldincludethedevelopmentofsocio-emotionalskillstoimprovetheleader-employeerelationshipandcreateasafeandfairworkingenvironment.Next,leadersshouldbetrainedinbeingrolemodelsfortheiremployees.Theyshouldbeprovidedwiththenecessaryskillsinhowtoeffectivelyandvisiblyactasamoralperson.Further,referringtothemoralmanagerdimension,theyshouldbetrainedinsettingclearethicalstandardsandcommunicatingtheirexpectationstoencouragecompliancewithethicalnormsandmorallyappropriatebehavioramongorganizationalmembers.LimitationsDespitethisstudy’scontributionstowardabetterunderstandingoftheconsequencesandunderlyingmechanismsofethicalleadership,therearesomelimitations,whichneedtobementioned.AlthoughthestudysamplecovereddifferenthealthcareorganizationsandvariousEmployeeworkattitudes243

professionalgroupsinhealthcare,thesamplewasneitherdemographicallydiversenorrandomlyselected.Thislimitstherepresentativenessandgeneralizabilityoftheresultsandapplicationofthesefindingsinotherhealthcaresettingsisneeded.Second,onlyafewofthemanypossiblevariableswereincludedintheresearchmodel.Empiricalstudiesonethicalleadershiphaverevealedacomplexinterplaybetweeninfluencingfactorsandoutcomes,whichisdifficulttocaptureinasingletheoreticalmodel.Furthermore,acommon-methodbias(Podsakoffetal.,2003)producedbycommonsourceandmeasurementtimecannotbeexcluded,especially,asthedataforboththeindependentanddependentvariableswasobtainedfromthesamerespondentsatonepointintime.Single-sourcestudiescanresultindistortedcorrelationsbetweenthevariablesinvestigatedduetoconsistencymotif,implicittheoriesandillusorycorrelations,leniencybiases,socialdesirabilityortransientmoodstates(Podsakoffetal.,2003).Therefore,similarstudiesinahealthcarecontextareneededtocompareresearchfindings.FutureresearchInviewofthelimitationsoutlinedabove,futureresearchersareencouragedtoconsiderthefollowingsuggestions.First,ethicalleadershipisstillatanearlystageofconceptualization.Furtherresearchcouldbeconductedwithalargersampleandinothercountriestoreviewtheresultsandtogainabetterunderstandingofthemechanismsofethicalleadershipinhealthcareorganizations.Thisisalsoanimportantrequirementforthegeneralizabilityoftheseresearchresults.Second,futureresearcherscoulduseamultidimensionalmeasure,forexample,theethicalleadershipatworkquestionnairebyKalshovenetal.(2011),whichdistinguishesamongsevenethicalleaderbehaviors.Amulti-dimensionalmeasureshouldprovideaclearerpictureofhowethicalleadershipcreatespositiveoutcomesforemployeesandultimatelyenhancestheperformanceofhealthcareorganizations.Finally,futureresearchshouldexamineadditionalmechanismsbywhichethicalleadershipinfluencesemployeeattitudes.Thepresentstudyinvestigatedthemoderatingroleofemployeefrustrationtoleranceandemotionalstabilityonemployeeworkattitudes.Futurestudiescouldexploreothervariablestogainmoreinsightintotheunderlyingnetwork.Forinstance,thequalityofinterpersonalrelationshipsororganizationalsettingslikeworkingclimatemaybevariablesthathaveaninfluenceontherelationshipbetweenethicalleadershipandemployeeworkattitudes.Inparticular,futureresearchersareencouragedtoconsidertheroleofcolleaguesonethicalbehaviorinorganizations.Thisfieldofstudycouldbeextendedbyincludingadditionaloutcomevariables,particularlycrucialbehavioraloutcomesforhealthcareorganizationssuchasinteractionswithpatientsorcompliancewiththeorganization’snormsandguidelines.ReferencesAllen,N.J.andMeyer,J.P.(1990),“Themeasurementandantecedentsofaffective,continuanceandnormativecommitment”,JournalofOccupationalPsychology,Vol.63No.1,pp.1-18.Avey,J.B.,Wernsing,T.andPalanski,M.(2012),“Exploringtheprocessofethicalleadership:themediatingroleofemployeevoiceandpsychologicalownership”,JournalofBusinessEthics,Vol.107No.1,pp.21-34.Barbaranelli,C.andCaprara,V.G.(2000),“Measuringthebigfiveinselfreportandotherratings:amultitrait-multimethodstudy”,EuropeanJournalofPsychologicalAssessment,Vol.16No.1,pp.31-43.Barrick,M.R.andMount,M.K.(1991),“Thebigfivepersonalitydimensionsandjobperformance:ameta-analysis”,PersonnelPsychology,Vol.44No.1,pp.1-26.Blau,P.(1964),ExchangeandPowerinSocialLife,JohnWiley,NewYork,NY.Borkenau,P.andOstendorf,F.(1993),NEO-Fünf-Faktoren-Inventar(NEO-FFI)NachCostaUndMcCrae(Handanweisung),Hogrefe,Göttingen.LHS34,3244

Brown,M.E.andTreviño,L.K.(2006),“Ethicalleadership:areviewandfuturedirections”,TheLeadershipQuarterly,Vol.17No.6,pp.595-616.Brown,M.E.,Treviño,L.K.andHarrison,D.A.(2005),“Ethicalleadership:asociallearningperspectiveforconstructdevelopmentandtesting”,OrganizationalBehaviorandHumanDecisionProcesses,Vol.97No.2,pp.117-134.Bryman,A.andCramer,D.(1999),QuantitativeDataAnalysiswithSPSSRelease8forWindows:AGuideforSocialScientists,Routledge,London/NewYork,NY.Büssing,A.andPrerrar,K.M.(1992),“Diemessungvonburnout.Untersuchungeinerdeutschenfassungdesmaslachburnoutinventory(MBI-D)”,Diagnostica,Vol.38No.4,pp.328-353.Cameron,K.S.,Bright,D.andCaza,A.(2004),“Exploringtherelationshipsbetweenorganizationalvirtuousnessandperformance”,AmericanBehavioralScientist,Vol.47No.6,pp.766-790.Chi,J.L.andChi,G.C.(2014),“Perceivedexecutiveleader’sintegrityintermsofservantandethicalleadershiponjobburnoutamongChristianhealthcareserviceproviders:testofastructuralequationmodel”,JournalofManagementResearch,Vol.14No.4,pp.203-226.Chughtai,A.,Byrne,M.andFlood,B.(2015),“Linkingethicalleadershiptoemployeewell-being:theroleoftrustinsupervisor”,JournalofBusinessEthics,Vol.128No.3,pp.653-663.Costa,P.T.andMcCrae,R.R.(1992),RevisedNEOPersonalityInventory(NEO-PI-R)andNEOFiveFactorInventory(NEO-FFI)ProfessionalManual,PsychologicalAssessmentResources,Odessa,FL.Demirtas,O.andAkdogan,A.A.(2015),“Theeffectofethicalleadershipbehavioronethicalclimate,turnoverintention,andaffectivecommitment”,JournalofBusinessEthics,Vol.130No.1,pp.59-67.Demirtas,O.,Hannah,S.T.,Gok,K.,Arslan,A.andCapar,N.(2017),“Themoderatedinfluenceofethicalleadership,viameaningfulwork,onfollowers’engagement,organizationalidentificationandenvy”,JournalofBusinessEthics,Vol.145No.1,pp.183-199.DenHartog,D.N.andDeHoogh,A.H.B.(2009),“Empoweringbehaviourandleaderfairnessandintegrity:studyingperceptionsofethicalleaderbehaviourfromalevels-of-analysisperspective”,EuropeanJournalofWorkandOrganizationalPsychology,Vol.18No.2,pp.199-230.Fischer,L.andLück,H.E.(1972),“EntwicklungeinerSkalazurMessungvonArbeitszufriedenheit(SAZ)”,PsychologieUndPraxis,Vol.16,pp.63-76.Gerpott,F.H.andHackl,B.(2015),“Therelationshipofethicalleadership,co-workersupport,jobsatisfactionandteamperformance”,AcademyofManagementAnnualMeetingProceedings,Vol.1,p.1.Gerstner,C.R.andDay,D.V.(1997),“Meta-analyticreviewofleader-memberexchangetheory:correlatesandconstructissues”,JournalofAppliedPsychology,Vol.82No.6,pp.827-844.Gold,Y.andRoth,R.A.(1993),TeachersManagingStressandPreventingBurnout:TheProfessionalHealthSolution,Falmerpress,London.Good,J.P.,Tourigny,L.andSimha,A.(2018),“Ethicalleadershipinhealthcare:themediatingeffectofemotionalexhaustion”,AcademyofManagementProceedings,Vol.2018No.1,p.1.Halbesleben,J.(2006),“Sourcesofsocialsupportandburnout:ameta-analytictestoftheconservationofresourcesmodel”,JournalofAppliedPsychology,Vol.91No.5,pp.1134-1345.Hansen,S.D.(2011),“Ethicalleadership:amultifocisocialexchangeperspective”,JournalofBusinessInquiry:Research,EducationandApplication,Vol.10No.1,pp.41-55.Hassan,S.,Mahsud,R.,Yukl,G.andPrussia,G.E.(2013),“Ethicalandempoweringleadershipandleadereffectiveness”,JournalofManagerialPsychology,Vol.28No.2,pp.133-146.Hayes,A.F.(2018),IntroductiontoMediation,Moderation,andConditionalProcessAnalysis:ARegression-BasedApproach,2nded.,GuilfordPublications,NewYork,NY.Islam,T.,Ahmed,I.andAli,G.(2019),“Effectsofethicalleadershiponbullyingandvoicebehavioramongnurses:mediatingroleoforganizationalidentification,poorworkingconditionandworkload”,LeadershipinHealthServices,Vol.32No.1,pp.2-17.Employeeworkattitudes245

Israel,G.D.(1992),“Determiningsamplesize,FactsheetPEOD-6”,availableat:http://sociology.soc.uoc.gr/socmedia/papageo/metaptyxiakoi/sample_size/samplesize1.pdf(accessed13January2020).Kalshoven,K.,DenHartog,D.N.andDeHoogh,A.H.B.(2011),“Ethicalleadershipatworkquestionnaire(ELW):developmentandvalidationofamultidimensionalmeasure”,TheLeadershipQuarterly,Vol.22No.1,pp.51-69.Kelarijani,S.E.J.,Heidarian,A.R.,Jamshidi,R.andKhorshidi,M.(2014),“Lengthofserviceandcommitmentofnursesinhospitalsofsocialsecurityorganization(SSO)inTehran”,CaspianJournalofInternalMedicine,Vol.5No.2,pp.94-98.Lawton,A.andPaez,I.(2015),“Developingaframeworkforethicalleadership”,JournalofBusinessEthics,Vol.130No.3,pp.639-649.Lee,K.H.(2010),“Effectsofethicalleadershiponperceivedorganizationalsupportandorganizationalcommitmentofnursesinahospital–mediatingroleofperceivedorganizationalsupport”,JournalofKoreanAcademyofNursingAdministration,Vol.16No.4,pp.419-427.Lee,R.T.andAshforth,B.E.(1996),“Ameta-analyticexaminationofthecorrelatesofthethreedimensionsofjobburnout”,JournalofAppliedPsychology,Vol.81No.2,pp.123-133.Locke,E.A.(1969),“Whatisjobsatisfaction?”,OrganizationalBehaviorandHumanPerformance,Vol.4No.4,pp.309-336.Loi,R.,Lam,L.W.,Ngo,H.Y.andCheong,S.I.(2015),“Exchangemechanismsbetweenethicalleadershipandaffectivecommitment”,JournalofManagerialPsychology,Vol.30No.6,pp.645-658.McNeese-Smith,D.K.andCrook,M.(2003),“Nursingvaluesandachangingnurseworkforce:values,age,andjobstages”,JONA:TheJournalofNursingAdministration,Vol.33No.5,pp.260-270.Maslach,C.(2003),Burnout:TheCostofCaring,MalorBooks,Cambridge,MA.Mayer,D.M.,Kuenzi,M.,Greenbaum,R.L.,Bardes,M.andSalvador,R.(2009),“Howlowdoesethicalleadershipflow?Testofatrickle-downmodel”,OrganizationalBehaviorandHumanDecisionProcesses,Vol.108No.1,pp.1-13.Mendonca,M.andKanungo,R.N.(2007),EthicalLeadership,McGrawHill,Glasgow.Meyer,J.P.andAllen,N.J.(1991),“Athreecomponentconceptualizationoforganizationcommitment”,HumanResourceManagementReview,Vol.1No.1,pp.61-89.Meyer,J.P.,Stanley,D.J.,Herscovitch,L.andTopolnytsky,L.(2002),“Affective,continuance,andnormativecommitmenttotheorganization:ameta-analysisofantecedents,correlates,andconsequences”,JournalofVocationalBehavior,Vol.61No.1,pp.20-52.Mo,S.andShi,J.(2017),“Linkingethicalleadershiptoemployeeburnout,workplacedevianceandperformance:testingthemediatingrolesoftrustinleaderandsurfaceacting”,JournalofBusinessEthics,Vol.144No.2,pp.293-303.Neubert,M.J.,Carlson,D.S.,Kacmar,M.K.,Roberts,J.A.andChonko,L.B.(2009),“Thevirtuousinfluenceofethicalleadershipbehavior:evidencefromthefield”,JournalofBusinessEthics,Vol.90No.2,pp.157-170.Neves,P.andStory,J.(2015),“Ethicalleadershipandreputation:combinedindirecteffectsonorganizationaldeviance”,JournalofBusinessEthics,Vol.127No.1,pp.165-176.Okan,T.andAkyüz,A.M.(2015),“Exploringtherelationshipbetweenethicalleadershipandjobsatisfactionwiththemediatingroleofthelevelofloyaltytosupervisor”,BusinessandEconomicsResearchJournal,Vol.6No.4,pp.155-177.Okpozo,A.Z.,Gong,T.,Ennis,M.C.andAdenuga,B.(2017),“Investigatingtheimpactofethicalleadershiponaspectsofburnout”,LeadershipandOrganizationDevelopmentJournal,Vol.38No.8,pp.1128-1143.Ogunfowora,B.(2014),“It’sallamatterofconsensus:leaderrolemodelingstrengthasamoderatorofthelinksbetweenethicalleadershipandemployeeoutcomes”,HumanRelations,Vol.67No.12,pp.1467-1490.LHS34,3246

Podsakoff,P.M.,MacKenzie,S.B.,Lee,J.Y.andPodsakoff,N.P.(2003),“Commonmethodbiasesinbehavioralresearch:acriticalreviewoftheliteratureandrecommendedremedies”,JournalofAppliedPsychology,Vol.88No.5,pp.879-903.Prado,P.H.,Korelo,J.C.andMantovani,D.(2014),“Mediation,moderationandconditionalprocessanalysis”,BrazilianJournalofMarketing,Vol.13No.4,pp.4-24.Rosenzweig,S.(1938),“Ageneraloutlineoffrustration”,JournalofPersonality,Vol.7No.2,pp.151-160.Schaubroeck,J.M.,Hannah,S.T.,Avolio,B.J.,Kozlowski,S.W.,Lord,R.G.,Treviño,L.K.,Dimotakis,N.andPeng,A.C.(2012),“Embeddingethicalleadershipwithinandacrossorganizationlevels”,AcademyofManagementJournal,Vol.55No.5,pp.1053-1078.Shore,L.M.,Lois,E.,Tetrick,P.L.andBarksdale,K.(2006),“Socialandeconomicexchange:constructdevelopmentandvalidation”,JournalofAppliedSocialPsychology,Vol.36No.4,pp.837-867.Tavakol,M.andDennick,R.(2011),“MakingsenseofCronbach’salpha”,InternationalJournalofMedicalEducation,Vol.2,pp.53-55.Thielsch,M.T.andWeltzin,S.(2012),“Online-UmfragenundMitarbeiterbefragungen”,inThielsch,M.T.andBrandenburg,T.(Eds),PraxisDerWirtschaftspsychologieII,ThemenUndFallbeispieleFürStudiumUndAnwendung,MonsensteinundVannerdat,Münster,pp.109-127.Treviño,L.K.,Hartmann,L.P.andBrown,M.(2000),“Moralpersonandmoralmanager:howexecutivesdevelopareputationforethicalleadership”,CaliforniaManagementReview,Vol.42No.4,pp.128-142.Tu,Y.,Lu,X.andYu,Y.(2017),“Supervisors’ethicalleadershipandemployeejobsatisfaction:asocialcognitiveperspective”,JournalofHappinessStudies,Vol.18No.1,pp.229-245.Walumbwa,F.O.,Mayer,D.M.,Wang,P.,Wang,H.,Workman,K.andChristensen,A.L.(2011),“Linkingethicalleadershiptoemployeeperformance:therolesofleader-memberexchange,self-efficacy,andorganizationalidentification”,OrganizationalBehaviorandHumanDecisionProcesses,Vol.115No.2,pp.204-213.Walumbwa,F.O.,Morrison,E.W.andChristensen,A.L.(2012),“Ethicalleadershipandgroupin-roleperformance:themediatingrolesofgroupconscientiousnessandgroupvoice”,TheLeadershipQuarterly,Vol.23No.5,pp.953-964.Wright,K.B.(2005),“Researchinginternet-basedpopulations:advantagesanddisadvantagesofonlinesurveyresearch,onlinequestionnaireauthoringsoftwarepackages,andwebsurveyservices”,JournalofComputer-MediatedCommunication,Vol.10No.3,JCMC1034.Yang,C.(2014),“Doesethicalleadershipleadtohappyworkers?Astudyontheimpactofethicalleadership,subjectivewell-being,andlifehappinessintheChineseculture”,JournalofBusinessEthics,Vol.123No.3,pp.513-525.Zerssen,V.D.,Pfister,H.andKoeller,D.M.(1988),“TheMunichPersonalityTest(MPT)–ashortquestionnaireforself-ratingandrelatives`ratingofpersonalitytraits:formalpropertiesandclinicalpotential”,EuropeanArchivesofPsychiatryandNeurologicalSciences,Vol.238No.2,pp.73-93.Zheng,D.,Witt,L.A.,Waite,E.,David,E.M.,vanDriel,M.,McDonald,D.P.,Callison,K.R.andCrepeau,L.J.(2015),“Effectsofethicalleadershiponemotionalexhaustioninhighmoralintensitysituations”,TheLeadershipQuarterly,Vol.26No.5,pp

Collepals.com Plagiarism Free Papers

Are you looking for custom essay writing service or even dissertation writing services? Just request for our write my paper service, and we'll match you with the best essay writer in your subject! With an exceptional team of professional academic experts in a wide range of subjects, we can guarantee you an unrivaled quality of custom-written papers.

Get ZERO PLAGIARISM, HUMAN WRITTEN ESSAYS

Why Hire Collepals.com writers to do your paper?

Quality- We are experienced and have access to ample research materials.

We write plagiarism Free Content

Confidential- We never share or sell your personal information to third parties.

Support-Chat with us today! We are always waiting to answer all your questions.