Leader's ethical behavior: A precursor to employees' well-being through emotions management

Abstract

Contemporary research in leadership demonstrates that the ethical behaviors of leaders are vital to enhancing employee well-being. Despite this, research is scant on the connection between leaders' ethical practices and the well-being of their employees via employee emotions. Relying on affective events theory, this study, directly and indirectly, examined the relationships between leaders' ethical behaviors and employees' well-being (via employee emotions). Furthermore, it investigated employee core self-evaluations as a substitute for the ethical behaviors of leaders that mitigate the influence of leaders' ethical behaviors. A sample of 398 faculties from 20 public universities in Pakistan was chosen using the simple random sampling approach, and then SPSS Process Macro was applied to the sample. Study results indicate that leaders' ethical behaviors facilitate employees to manage their emotions, and effective management of emotions improves their well-being. The research also revealed that employees' core self-evaluation swapped with the ethical behaviors of leaders. The theoretical model, therefore, confirms the significance of EBOL as a strategic resource and employees' CSE as an interpersonal resource, which accentuates one another to manage employees' emotions and promote their well-being. The study offers practical management ramifications and adds to our understanding of EBOL, employee emotions, and well-being.

Keywords

• Ethical leadership
• Employee emotions
• Workplace gratitude
• Workplace embitterment
• Employee well-being