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Impact of relational leadership on employees' unethical pro-organizational behavior: A survey based on tourism companies in four countries.

ABSTRACT: Based on the theory of social construction and self-consistency, this study aims to investigate the mechanism of relational leadership's role in employees' unethical pro-organizational behavior (UPB) from the perspective of moral identity and ethical climate. We found that relational leadership negatively correlates with the instrumental ethical climate, positively correlates with caring ethical climate, and exerts no significant impact on the rule ethical climate. Instrumental ethical climate and caring ethical climate mediate the relationship between relational leadership and employees' unethical pro-organizational behavior. In addition, moral identity negatively moderates the relationship between instrumental ethical climate and employees' unethical pro-organizational behavior, and between caring ethical climate and employees' unethical pro-organizational behavior. Furthermore, moral identity positively moderates the relationship between a rule ethical climate and employees' unethical, pro-organizational behavior.

SUBMITTER: Zhang X

PROVIDER: S-EPMC6901241 | biostudies-literature | 2019

REPOSITORIES: biostudies-literature

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Impact of relational leadership on employees' unethical pro-organizational behavior: A survey based on tourism companies in four countries.

Zhang Xianchun X Yao Zhu Z

PloS one 20191209 12

Based on the theory of social construction and self-consistency, this study aims to investigate the mechanism of relational leadership's role in employees' unethical pro-organizational behavior (UPB) from the perspective of moral identity and ethical climate. We found that relational leadership negatively correlates with the instrumental ethical climate, positively correlates with caring ethical climate, and exerts no significant impact on the rule ethical climate. Instrumental ethical climate a ...[more]

PMID: 31815954

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Project description:BackgroundIn the domain of health services, little research has focused on how organizational culture, specifically internal market-oriented cultures (IMOCs), are associated with organizational climate resources, support for autonomy (SA), and whether and how IMOCs and SA are either individually or in combination related to employee perceptions of the attractiveness of the organization and their level of innovative behavior. These knowledge gaps in previous research motivated this study.MethodsA conceptual model was tested on a sample (N = 1008) of hospital employees. Partial least-squares structural equation modeling (PLS-SEM) was employed to test the conceptual models, using the SmartPLS 3 software. To test the mediator effect, a bootstrapping test was used to determine whether the direct and indirect effects were statistically significant, and when combining two tests, to determine the type of mediator effect.ResultsThe results can be summarized as four key findings: i) organizational culture (referring to an IMOC) was positively and directly related to SA (β = 0.87) and organizational attractiveness (β = 0.45); ii) SA was positively and directly related to both organizational attractiveness (β = 0.22) and employee individual innovative behavior (β = 0.37); iii) The relationships between an IMOC, SA, and employee innovative behavior were all mediated through organizational attractiveness; and iv) SA mediated the relationship between the IMOC and organizational attractiveness as well as that between the IMOC and employee innovative behavior.ConclusionsOrganizational culture, IMOC, organizational climate resources, and SA were highly correlated and necessary drivers of employee perceptions of organizational attractiveness and their innovative behavior. Managers of hospitals should consider IMOC and SA as two organizational resources that are potentially manageable and controllable. Consequently, managers should actively invest in these resources. Such investments will lead to resource capitalization that will improve both employee perceptions of organizational attractiveness as well as their innovative behavior.

Project description:BackgroundDespite having access to medically necessary care available through publicly funded provincial health care systems, some Canadians travel for treatment provided at international medical facilities as well as for-profit clinics found in several Canadian provinces. Canadians travel abroad for orthopaedic surgery, bariatric surgery, ophthalmologic surgery, stem cell injections, "Liberation therapy" for multiple sclerosis, and additional interventions. Both responding to public interest in medical travel and playing an important part in promoting the notion of a global marketplace for health services, many Canadian companies market medical travel.MethodsResearch began with the goal of locating all medical tourism companies based in Canada. Various strategies were used to find such businesses. During the search process it became apparent that many Canadian business promoting medical travel are not medical tourism companies. To the contrary, numerous types of businesses promote medical travel. Once businesses promoting medical travel were identified, content analysis was used to extract information from company websites. Company websites were analyzed to establish: 1) where in Canada these businesses are located; 2) the destination countries and health care facilities that they market; 3) the medical procedures they promote; 4) core marketing messages; and 5) whether businesses market air travel, hotel accommodations, and holiday tours in addition to medical procedures.ResultsSearches conducted from 2006 to 2011 resulted in identification of thirty-five Canadian businesses currently marketing various kinds of medical travel. The research project began with what seemed to be the straightforward goal of establishing how many medical tourism companies are based in Canada. Refinement of categories resulted in the identification of eighteen businesses fitting the category of what most researchers would identify as medical tourism companies. Seven other businesses market regional, cross-border health services available in the United States and intranational travel to clinics in Canada. In contrast to medical tourism companies, they do not market holiday tours in addition to medical care. Two companies occupy a narrow market niche and promote testing for CCSVI and "Liberation therapy" for multiple sclerosis. Three additional companies offer bariatric surgery and cosmetic surgery at facilities in Mexico. Four businesses offer health insurance products intended to cover the cost of obtaining privately financed health care in the U.S. These businesses also help their clients arrange treatment beyond Canada's borders. Finally, one medical travel company based in Canada markets health services primarily to U.S. citizens.ConclusionsThis article uses content analysis of websites of Canadian companies marketing medical travel to provide insight into Canada's medical travel industry. The article reveals a complex marketplace with different types of companies taking distinct approaches to marketing medical travel.

Dataset Information

Impact of relational leadership on employees' unethical pro-organizational behavior: A survey based on tourism companies in four countries.

Publications

Impact of relational leadership on employees' unethical pro-organizational behavior: A survey based on tourism companies in four countries.

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