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Journal of Business Ethics

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03.07.2019 | Original Paper

Employee Entitlement, Engagement, and Performance: The Moderating Effect of Ethical Leadership

verfasst von: Toby Joplin, Rebecca L. Greenbaum, J. Craig Wallace, Bryan D. Edwards

Erschienen in: Journal of Business Ethics | Ausgabe 4/2021

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Abstract

Drawing on theoretical arguments from the psychology discipline, we investigate the implications of employee entitlement in organizational settings. Specifically, we utilize workplace engagement theory to suggest that due to their skewed sense of deservingness, employees high in entitlement are less likely to experience workplace engagement. Furthermore, the negative relationship between employee entitlement and workplace engagement is strengthened when ethical leadership is low, yet mitigated when ethical leadership is high. Finally, we predict that under conditions of low ethical leadership, reductions in engagement explain why employee entitlement results in hindered job performance. This mediated effect does not hold when ethical leadership is high. We tested our theoretical model utilizing field data from employees and their direct supervisors in the financial services industry (N = 243). Our results support our theoretical model. Theoretical and practical implications are discussed.

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Titel: Employee Entitlement, Engagement, and Performance: The Moderating Effect of Ethical Leadership
verfasst von: Toby Joplin
Rebecca L. Greenbaum
J. Craig Wallace
Bryan D. Edwards
Publikationsdatum: 03.07.2019
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 4/2021
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-019-04246-0

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