Santiago-Torner Carlos, Corral-Marfil José-Antonio, Jiménez-Pérez Yirsa, Tarrats-Pons Elisenda
Department of Economics and Business, Faculty of Business and Communication Studies, University of Vic-Central University of Catalonia, 08500 Vic, Spain.
Department of Psychology, Faculty of Education, Translation, Sport and Psychology, University of Vic-Central University of Catalonia, 08500 Vic, Spain.
Behav Sci (Basel). 2025 Jan 20;15(1):95. doi: 10.3390/bs15010095.
Ethical management is key to ensuring organizational sustainability, through resources such as autonomy or self-efficacy. However, economic and social uncertainty occasionally leads to adaptive responses that prioritize profit as the primary interest, blurring the integrating role of ethical leadership. There are a number of studies that support this reality in a virtual work environment. This sector-specific and cross-sectional research explores how ethical leadership influences self-efficacy among teleworkers, through active commitment to job autonomy, and how an egoistic climate hinders this influence. The analysis is quantitative and correlational, and the sample includes 448 teleworkers. A model of conditional indirect effects, including both a mediation process and a moderation process, is used. The results support that ethical leadership enhances followers' self-efficacy through a redistribution of responsibilities, which increases the perception of autonomy. However, when ethical leadership coincides with a climate that has opposing interests, such as an egoistic climate, ethical leadership is unable to counteract it, and its effect on self-efficacy gradually diminishes. The benefits of this management style are widely known, but it is crucial to understand under what circumstances it loses efficacy. This research presents a new theoretical model that contributes to the existing literature on ethical leadership. Lastly, organizations that embrace ethical leadership can avoid the emergence of ethical climates disconnected from collective benefit, such as those characterized by selfishness, which hinder prosocial motivation. In this context, ethical leadership fosters the development of high-quality interpersonal relationships with followers, which are considered essential for creating an environment conducive to group learning. Consequently, change management in organizations necessitates the adoption of an ethical system that enhances self-efficacy through moral principles, rather than relying solely on individualistic aspects.
道德管理是确保组织可持续发展的关键，它借助诸如自主性或自我效能感等资源来实现。然而，经济和社会的不确定性偶尔会引发适应性反应，这种反应将利润作为首要利益加以优先考虑，从而模糊了道德领导力的整合作用。有多项研究在虚拟工作环境中证实了这一现实。这项针对特定行业的横断面研究探讨了道德领导力如何通过对工作自主性的积极承诺来影响远程工作者的自我效能感，以及利己氛围如何阻碍这种影响。分析采用定量和相关性研究方法，样本包括448名远程工作者。研究使用了一个条件间接效应模型，其中包括中介过程和调节过程。结果表明，道德领导力通过重新分配责任来提高追随者的自我效能感，这增强了自主性的认知。然而，当道德领导力与具有对立利益的氛围，如利己氛围同时出现时，道德领导力无法抵消它的影响，其对自我效能感的作用会逐渐减弱。这种管理风格的益处广为人知，但了解它在何种情况下失去效力至关重要。本研究提出了一个新的理论模型，为现有的道德领导力文献做出了贡献。最后，秉持道德领导力的组织可以避免出现与集体利益脱节的道德氛围，比如那些以自私为特征的氛围，因为这类氛围会阻碍亲社会动机。在这种背景下，道德领导力促进与追随者建立高质量的人际关系，而这被认为是营造有利于团队学习环境的关键。因此，组织中的变革管理需要采用一种通过道德原则增强自我效能感的道德体系，而不是仅仅依赖个人主义方面。
