Ethical leadership, person-organizational fit, and productive energy: a South African sectoral comparative study

References

• Altwater, L. E., & Wright, W. J. (1996). Power and transformational and transactional leadership in public and private organizations. International Journal of Public Administration, 19(6), 963–989. doi:10.1080/01900699608525127
   Google Scholar
• Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership. Journal of Occupational and Organizational Psychology, 72(4), 441–462. doi:10.1348/096317999166789
   Web of Science ®Google Scholar
• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. doi:10.1016/j.leaqua.2005.03.001
   Web of Science ®Google Scholar
• Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall.
   Google Scholar
• Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice-Hall.
   Google Scholar
• Bass, B. M. (1985). Leadership: Good, better, best. Organizational Dynamics, 13(3), 26–40. doi:10.1016/0090-2616(85)90028-2
   Web of Science ®Google Scholar
• Bedi, A., Alpaslan, C. M., & Green, S. (2016). A meta-analytic review of ethical leadership outcomes and moderators. Journal of Business Ethics, 139, 517–536. doi:10.1007/s10551-015-2625-1
   Web of Science ®Google Scholar
• Blau, P. M. (1964). Exchange and power in social life. New York, NY: Wiley.
   Google Scholar
• Bourantas, D., & Papalexandris, N. (1993). Differences in leadership behaviour and influence between public and private organizations in Greece. The International Journal of Human Resource Management, 4(4), 859–871. doi:10.1080/09585199300000061
   Google Scholar
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595–616. doi:10.1016/j.leaqua.2006.10.004
   Web of Science ®Google Scholar
• Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134. doi:10.1016/j.obhdp.2005.03.002
   Web of Science ®Google Scholar
• Bruch, H., & Ghoshal, S. (2003). Unleashing organizational energy. MIT Sloan Management Review, 45(1), 45–51.
   Web of Science ®Google Scholar
• Burns, J. (1978). Leadership. New York, NY: HarperCollins.
   Google Scholar
• Cable, D. M., & DeRue, D. S. (2002). The convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87(5), 875–884. doi:10.1037/0021-9010.87.5.875
   PubMed Web of Science ®Google Scholar
• Cable, D. M., & Judge, T. A. (1996). Person–Organization fit, job choice decisions and organizational entry. Organizational Behavior and Human Decision Processes, 67(3), 294–311. doi:10.1006/obhd.1996.0081
   Web of Science ®Google Scholar
• Cameron, K. S. (2008). Positive leadership: Strategies for extraordinary performance. San Francisco, CA: Berrett-Koehler.
   Google Scholar
• Cameron, K. S., & Caza, A. (2004). Contributions to the discipline of positive organizational scholarship. American Behavioral Scientist, 47, 31–739. doi:10.1177/0002764203260207
   Web of Science ®Google Scholar
• Chatman, J. (1989). Improving interactional organizational research: A model of person-organization fit. Academy of Management Review, 14(3), 333–349. doi:10.5465/amr.1989.4279063
   Web of Science ®Google Scholar
• Cole, M. S., Bruch, H., & Vogel, B. (2005). Development and validation of a measure of organizational energy. Academy of Management Proceedings, 1, 1–6. doi:10.5465/ambpp.2005.18781081
   Google Scholar
• Cole, M. S., Bruch, H., & Vogel, B. (2012). Energy at work: A measurement validation and linkage to unit effectiveness. Journal of Organizational Behavior, 33(4), 445–467. doi:10.1002/job.759
   Web of Science ®Google Scholar
• De Hoogh, A. H. B., & Den Hartog, D. N. (2008). Ethical and despotic leadership, relationships with leader’s social responsibility, top management team effectiveness and subordinates’ optimism: A multi-method study. The Leadership Quarterly, 19, 297–311. doi:10.1016/j.leaqua.2008.03.002
   Web of Science ®Google Scholar
• Diener, E., Larsen, R. J., & Emmons, R. A. (1984). Person x Situation interactions: Choice of situations and congruence response models. Journal of Personality and Social Psychology, 47(3), 580–592. doi:10.1037/0022-3514.47.3.580
   PubMed Web of Science ®Google Scholar
• Eisenhardt, K. M., & Zbaracki, M. J. (1992). Strategic decision making. Strategic Management Journal, 13(2), 17–37. doi:10.1002/smj.4250130904
   Web of Science ®Google Scholar
• Endler, N. S., & Magnusson, D. (1976). Toward an interactional psychology of personality. Psychological Bulletin, 83(5), 956–974. doi:10.1037/0033-2909.83.5.956
   PubMed Web of Science ®Google Scholar
• Farzaneh, J., Farashah, A. D., & Kazemi, M. (2014). The impact of person-job fit and person-organization fit on OCB. The mediating and moderating effects of organizational commitment and psychological empowerment. Personnel Review, 43(5), 672–691. doi:10.1108/PR-07-2013-0118
   Web of Science ®Google Scholar
• Gilmore, P. L., Hu, X., Wei, F., Tetrick, L. E., & Zaccaro, S. J. (2013). Positive affectivity neutralizes transformational leadership’s influence on creative performance and organizational citizenship behaviors. Journal of Organizational Behavior, 34(8), 1061–1075. doi:10.1002/job.v34.8
   Web of Science ®Google Scholar
• Grobler, A. (2016). Person-organisational fit: A revised structural configuration. The Journal of Applied Business Research, 32(5), 1419–1434. doi:10.19030/jabr.v32i5.9769
   Google Scholar
• Grobler, A. (2017). The measurement of Ethical Leadership from an Et(h)ic Position. African Journal of Business and Economic Research, 12(2/3), 177–209. doi:10.31920/AA_Ajb
   Google Scholar
• Grobler, A., & Grobler, S. (2018). South Africa as a tourist attraction – A study into the internal ethical state of organisations across sectors. African Journal of Hospitality, Tourism and Leisure, 7, 4.
   Google Scholar
• Grobler, A., & Holtzhausen, M. M. E. (2018). Supervisory trust to be earned: The role of ethical leadership mediated by person-organisational fit. South African Journal of Economic and Management Sciences, 21(1), a1920. doi:10.4102/sajems.v21i1.1920
   Web of Science ®Google Scholar
• Grobler, A., & Jansen van Rensburg, M. (2018). Organisational climate, person–Organisation fit and turn over intention: A generational perspective within a South African Higher Education Institution. Studies in Higher Education.
   Google Scholar
• Haenlein, M., & Kaplan, A. M. (2004). A beginner’s guide to partial least squares analysis. Understanding Statistics, 3(4), 283–297. doi:10.1207/s15328031us0304_4
   Google Scholar
• Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis. A global perspective (7th ed.). Boston, MA: Pearson.
   Google Scholar
• Hansen, J. R., & Villadsen, A. R. (2010). Comparing public and private managers’ leadership styles: Understanding the role of job context. International Public Management Journal, 13(3), 247–274. doi:10.1080/10967494.2010.503793
   Web of Science ®Google Scholar
• Hararath, G. (2017). A comparative study of leadership styles in select public and private sector organizations. Finance India, 2, 575–578.
   Google Scholar
• Hayes, A. F., & Preacher, K. J. (2014). Statistical mediation analysis with a multi-categorical independent variable. British Journal of Mathematical and Statistical Psychology, 67, 451–470. doi:10.1111/bmsp.2014.67.issue-3
   PubMed Web of Science ®Google Scholar
• Hayes, A. F., & Rockwood, N. J. (2017). Regression-based statistical mediation and moderation analysis in clinical research: Observations, recommendations, and implementation. Behaviour Research and Therapy, 98, 39–57. doi:10.1016/j.brat.2016.11.001
   PubMed Web of Science ®Google Scholar
• Hersey, P., & Blanchard, H. K. (1969). Life cycle theory of leadership. Training Develop Journal, 23(5), 26–34.
   Google Scholar
• House, R. J. (1971). A path goal theory of leader effectiveness. Administrative Science Quarterly, 16(3), 321–338. doi:10.2307/2391905
   Web of Science ®Google Scholar
• Hu, L. T., & Bentler, P. M. (1999). Cut-off criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling, 6(1), 1–55. doi:10.1080/10705519909540118
   Web of Science ®Google Scholar
• Jamrog, J. J., Vickers, M., Overholt, M. H., & Morrison, C. L. (2008). High-performance organisations: Finding the elements of excellence. People and Strategy, 31(1), 29–38.
   Google Scholar
• Khuntia, R., & Suar, D. (2004). A scale to assess ethical leadership of Indian private and public sector Managers. Journal of Business Ethics, 49, 13–26. doi:10.1023/B:BUSI.0000013853.80287.da
   Web of Science ®Google Scholar
• Koh, H. C., & Boo, E. H. Y. (2001). The link between organizational ethics and job satisfaction: A study of managers in Singapore. Journal of Business Ethics, 29(4), 309–324. doi:10.1023/A:1010741519818
   Web of Science ®Google Scholar
• Kristof, A. L. (1996). Person-organization fit: An integrative review of its conceptualizations, measurement and implications. Personnel Psychology, 49, 1–49. doi:10.1111/peps.1996.49.issue-1
   Web of Science ®Google Scholar
• Kristof-Brown, A. L., & Jansen, K. J. (2007). Issues of person-organization fit. In C. Ostroff & T. A. Judge (Eds.), Perspectives on organizational fit (pp. 123–153). New York, NY: Lawrence Erlbaum.
   Google Scholar
• Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals’ fit at work: A meta-analysis of person-job, person-organization, person-group and person-supervisor fit. Personnel Psychology, 58, 281–342. doi:10.1111/peps.2005.58.issue-2
   Web of Science ®Google Scholar
• Lamm, M. S., Shaw, G. E., Kuyumcu, D., & Dahling, J. (2010). The effect of person-organization fit on the display of Organizational-Citizenship Behaviors Directed towards the Organization (OCB-Os). TCNJ Journal of Student Scholarship, 12, 1–8.
   Google Scholar
• Liu, B., Liu, J., & Hu, J. (2010). Person-organisation fit, job satisfaction and turnover intention: An empirical study in the chinese public sector. Social Behaviour and Personality, 38(5), 615–626. doi:10.2224/sbp.2010.38.5.615
   Web of Science ®Google Scholar
• Muchinsky, P. M., & Monahan, C. J. (1987). What is person-environment congruence? Supplementary versus complementary models of fit. Journal of Vocational Behavior, 31, 268–277. doi:10.1016/0001-8791(87)90043-1
   Web of Science ®Google Scholar
• Orazi, D. C., Turrini, A., & Valotti, G. (2013). Public sector leadership: New perspectives for research and practice. International Review of Administrative Sciences, 79(3), 486–504. doi:10.1177/0020852313489945
   Web of Science ®Google Scholar
• Ospina, S. M. (2016). Collective leadership and context in public administration: Bridging public leadership research and leadership studies. Public Administration Review, 77(2), 275–287. doi:10.1111/puar.12706
   Web of Science ®Google Scholar
• Pallant, J. (2016). SPSS survival manual: A step-by-step guide to data analysis using (6th ed.). London: UK McGraw-Hill Education.
   Google Scholar
• Pervin, L. A. (1989). Persons, situations, interactions: The history of a controversy and a discussion of theoretical models. Academy of Management Review, 14(3), 350–360. doi:10.5465/amr.1989.4279066
   Web of Science ®Google Scholar
• Piccolo, R. F., 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(2/3), 259–278. doi:10.1002/job.627
   Web of Science ®Google Scholar
• Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioural research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903. doi:10.1037/0021-9010.88.5.879
   PubMed Web of Science ®Google Scholar
• Reave, L. (2005). Spiritual values and practices related to leadership effectiveness. The Leadership Quarterly, 16(5), 655–687. doi:10.1016/j.leaqua.2005.07.003
   Web of Science ®Google Scholar
• Ruiz-Palomino, P., & Martınez-Cañas, R. (2014). Ethical culture, ethical intent and organizational citizenship behavior: The moderating and mediating role of person–organization fit. Journal of Business Ethics, 120, 95–108. doi:10.1007/s10551-013-1650-1
   Web of Science ®Google Scholar
• Ruiz-Palomino, P., Martınez-Cañas, R., & Fontrodona, J. (2013). Ethical culture and employee outcomes: The mediating role of person-organization fit. Journal of Business Ethics, 116, 173–188. doi:10.1007/s10551-012-1453-9
   Web of Science ®Google Scholar
• Schiuma, G., Mason, S., & Kennerley, M. (2007). Assessing energy within organisations. Measuring Business Excellence, 11(3), 69–78. doi:10.1108/13683040710820764
   Google Scholar
• Schneider, B. (1987). The people make the place. Personnel Psychology, 40(3), 437–453. doi:10.1111/peps.1987.40.issue-3
   Web of Science ®Google Scholar
• Schumacker, R. E., & Lomax, R. G. (1996). A beginner’s guide to structural equation modeling. Mahwah, NJ: Lawrence Erlbaum Associates.
   Google Scholar
• Sims, R. L., & Keon, T. L. (1997). Ethical work climate as a factor in the development of person-organization fit. Journal of Business Ethics, 16, 1095–1105. doi:10.1023/A:1017914502117
   Web of Science ®Google Scholar
• Sims, R. L., & Keon, T. L. (2000). The influence of organizational expectations on ethical decision-making conflict. Journal of Business Ethics, 23, 219–228. doi:10.1023/A:1006040109517
   Web of Science ®Google Scholar
• Sims, R. L., & Kroeck, K. G. (1994). The influence of ethical fit on employee satisfaction, commitment and turnover. Journal of Business Ethics, 13(12), 939–947. doi:10.1007/BF00881663
   Web of Science ®Google Scholar
• Steyn, H. S., jr. (2002). Practical significant relationships between two variables. SA Journal of Industrial Psychology, 28(3), 10–15. doi:10.4102/sajip.v28i3.63
   Google Scholar
• Tabachnick, B. G., & Fidell, L. S. (2013). Using multivariate statistics (6th ed.). Boston, MA: Pearson.
   Google Scholar
• Treviño, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56(1), 5–37. doi:10.1177/0018726703056001448
   Web of Science ®Google Scholar
• Uhl-Bien, M., Maslyn, J., & Ospina, S. M. (2012). The nature of relational leadership: A multi-theoretical lenses on leadership relationships and process. In D. V. Day & J. Antonakis (Eds.), The nature of leadership (2nd ed., pp. 289–330). London: Sage Publications.
   Google Scholar
• Verquer, M. L., Beehr, T. A., & Wagner, S. H. (2003). A meta-analysis of relations between person-organization fit and work attitudes. Journal of Vocational Behavior, 63, 473–489. doi:10.1016/S0001-8791(02)00036-2
   Web of Science ®Google Scholar
• Viswesvaran, C., Deshpande, S. P., & Joseph, J. (1998). Job satisfaction as a function of top management support for ethical behavior: A study of Indian managers. Journal of Business Ethics, 17, 365–371. doi:10.1023/A:1017956516324
   Web of Science ®Google Scholar
• Wallace, M., & Tomlinson, M. (2010). Contextualizing leader dynamics: How public service leaders endeavour to build influence. Leadership, 6(1), 21–45. doi:10.1177/1742715009354238
   Web of Science ®Google Scholar
• Wang, Z., Xu, H., & Liu, Y. (2016). How does ethical leadership trickle down? Test of an integrative dual-process model. Journal of Business Ethics, 153, 1–15.
   PubMedGoogle Scholar
• Weaver, G. R., Treviño, L. K., & Agle, B. (2005). Somebody I look up to: Ethical role models in organizations. Organizational Dynamics, 34(4), 313–330. doi:10.1016/j.orgdyn.2005.08.001
   Web of Science ®Google Scholar
• West, S. G., Finch, J. F., & Curran, P. J. (1995). Structural equation models with non-normal variables: Problems and remedies. In R. H. Hoyle (Ed.), Structural equation modelling: Concepts, issues and applications, 159–176. Thousand Oaks, CA: Sage.
   Google Scholar
• World Bank. (2017). The World Bank report 2017: South Africa economic update: Innovation for productivity and inclusiveness. Washington, DC: The International Bank for Reconstruction and Development.
   Google Scholar
• Yukl, G. A. (2006). Leadership in organizations (6th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall.
   Google Scholar