Effects of ethical leadership on emotional exhaustion in high moral intensity situations

被引：62

作者：

Zheng, Dianhan ^{[1
]}

Witt, L. A. ^{[1
]}

Waite, Eleanor ^{[1
]}

David, Emily M. ^{[2
]}

van Driel, Marinus ^{[3
]}

McDonald, Daniel P. ^{[4
]}

Callison, Kori R. ^{[5
]}

Crepeau, Loring J. ^{[4
]}

机构：

[1] Univ Houston, Dept Psychol, Houston, TX 77204 USA

[2] Zayed Univ, Coll Business, Dubai, U Arab Emirates

[3] van Driel Consulting, Satellite Beach, FL 32937 USA

[4] Def Equal Opportun Management Inst, Patrick AFB, FL 32925 USA

[5] Univ Alaska Anchorage, Coll Business & Publ Policy, Anchorage, AK 99508 USA

来源：

LEADERSHIP QUARTERLY | 2015年 / 26卷 / 05期

关键词：

Ethical leadership; Cohesion; Emotional exhaustion; Conscientiousness; 5-FACTOR MODEL; METAANALYTIC EXAMINATION; DECISION-MAKING; STRESS-DISORDER; JOB-PERFORMANCE; GROUP POTENCY; WORK; PERSONALITY; CONSERVATION; RESOURCES;

D O I：

10.1016/j.leaqua.2015.01.006

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

Emotional exhaustion is a threat to standard operations, particularly in organizations in which physical safety is at risk. High moral intensity is inherent in such organizations due to the magnitude of consequences associated with ethical/unethical conduct. The authors proposed a psychological process in which ethical leadership affects emotional exhaustion directly and indirectly through team cohesion. As military operational contexts typically are (or frequently have the potential to become) high moral intensity situations, the authors tested their model among 338 military personnel deployed in combat zones. They found that: (1) team cohesion partially mediated the relationship between ethical leadership and emotional exhaustion, and (2) this psychological process of direct and indirect effects of ethical leadership did not hold among individuals approaching the low end of conscientiousness. (C) 2015 Elsevier Inc. All rights reserved.

引用

页码：732 / 748

页数：17

共 122 条

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