Interest in the important role that ethical leaders play in organizations has expanded in recent years because of several high-profile corporate ethical breakdowns and the increased responsibility placed upon corporate leaders as a result. In the present study, we introduce a new outcome of ethical leadership: group ethical voice. We further theorized and tested two mediating mechanisms linking ethical leadership with group ethical voice. Using two field studies and one experimental study, we found support for our assertion that ethical leadership was positively associated with group ethical voice. We also found support for most of our hypothesized mediating mechanisms (ethical culture and group ethical voice efficacy) linking ethical leadership with group ethical voice—except for the indirect effect of upper-level ethical leadership on group ethical voice via group ethical voice efficacy. We further found that group ethical voice positively influenced ethical performance (significant for the sales groups, marginally significant for the customer service groups). Contributions to both ethical leadership and voice literature are discussed along with the limitations of the current study and directions for future research.

Prior studies have demonstrated that leaders’ ethical behaviors have an impact on followers’ unethical behaviors, and yet the explanatory mechanisms in this relationship have not been fully explored. To further explicate the relationship between ethical leadership and unethical employee behavior, we adopted a role-based perspective and introduced the concept of role ethicality. That is, we explored the impact that leaders’ actions and voice behaviors, particularly regarding ethical issues, have on perceptions of ethical role requirements and in turn the effect such perceptions have on unethical behavior. In a field study involving 394 employees and 68 supervisors and a randomized experiment conducted with 121 working professionals, we find that as predicted, leaders’ behaviors and ethical voice have a significant influence on role ethicality, which in turn impacts unethical behavior. Based on our empirical findings, we describe the implications, limitations, and future directions relevant to this study.

Although coping with an abusive boss can be psychologically demanding, those who suffer from leader abuse often stay in these unpleasant relationships, actively managing the way they are viewed in the eyes of their abusive leader (source of the abuse) and coworkers (observers of the abuse). Accordingly, the abusive supervision literature has relied almost exclusively on an emotional appraisal perspective to study the self-image implications following leader abuse. The present study seeks to add to this emerging line of scholarly conversations by presenting a novel theoretical alternative. Specifically, we integrate self-presentation and self-concept orientation perspectives to portray individuals’ identity-driven self-image maintenance following leader abuse. We argue that only those with a stronger relational self-concept are likely to be motivated to preserve their identity-consistent self-image and present themselves in positive and socially desirable ways toward both their coworkers and leader, following leader abuse. Using survey data collected from working professionals in China across two field studies, we found support for our hypotheses that when employees with a stronger relational self-concept experienced abusive supervision, they were motivated to help their coworkers as a result of their relational reputation maintenance concerns, and to use ingratiation tactics toward their leader due to their image preservation motives. We also offer insights about both the theoretical and practical implications of our research and discuss study limitations and directions for future research.

Given the challenges inherent in starting companies, investigation of how entrepreneurs use their time at work to develop ventures has received prominent attention by scholars. We argue that how entrepreneurs use their leisure time has not received commensurate scrutiny. Leisure crafting, the proactive pursuit of particular leisure activities for specific goals, could play an important role in the entrepreneurial process. Herein, we develop and test a theoretical model describing how leisure crafting among entrepreneurs affects opportunity recognition and venture performance. Using three studies we provide strong evidence that leisure crafting positively relates to opportunity recognition and venture performance, which is mediated by thriving at work and moderated by work task focus. These findings provide generative insights into the nature of leisure and the micro-processes that drive entrepreneurship.