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dc.contributor.authorJha J.K.
dc.contributor.authorSingh M.
dc.date.accessioned2022-02-11T10:16:31Z
dc.date.available2022-02-11T10:16:31Z
dc.date.issued2019
dc.identifier.citationJha, J. K., & Singh, M. (2019). Exploring the mechanisms of influence of ethical leadership on employment relations. In IIMB Management Review (Vol. 31, Issue 4). https://doi.org/10.1016/j.iimb.2019.07.010
dc.identifier.issn9703896
dc.identifier.urihttps://www.doi.org/10.1016/j.iimb.2019.07.010
dc.identifier.urihttp://hdl.handle.net/11718/25385
dc.description.abstractAlarmed by the frequent recurrence of industrial unrest, scholars in the field of employment relations have started to revisit the factors influencing employees' perception of industrial relations climate. This paper proposes ethical leadership as a key ingredient in developing positive employment relations in organisations. Looking at the leader as a crucial link between employee and management, the effect of ethical leadership on employee voice behaviour through the perceived industrial relations climate is studied from the lens of social support theory. Further, the model looks at the negative association between ethical leadership and union commitment. Interestingly, ethical leadership shapes the ethical climate which, in turn, influences employees' perception of the industrial relations climate. The proposed conceptual model integrates three key participants of employment relations viz., unions, employees, and leaders. Implications of the model for future research and practice have been discussed in detail. � 2019
dc.language.isoen_US
dc.publisherElsevier Ltd
dc.relation.ispartofIIMB Management Review
dc.subjectEmployee voice behaviour
dc.subjectEthical climate
dc.subjectEthical leadership
dc.subjectIndustrial relations climate
dc.subjectUnion commitment
dc.titleExploring the mechanisms of influence of ethical leadership on employment relations
dc.typeReview
dc.rights.licenseCC BY-NC-ND
dc.contributor.affiliationHuman Resources Management Area, XLRI-Xavier School of Management, Jamshedpur, Jharkhand, India
dc.contributor.affiliationHuman Resources Management Area, Indian Institute of Management Ahmedabad, Vastrapur, Ahmedabad, Gujarat, India
dc.contributor.institutionauthorJha, J.K., Human Resources Management Area, XLRI-Xavier School of Management, Jamshedpur, Jharkhand, India
dc.contributor.institutionauthorSingh, M., Human Resources Management Area, Indian Institute of Management Ahmedabad, Vastrapur, Ahmedabad, Gujarat, India
dc.description.scopusid57192903780
dc.description.scopusid57193798069
dc.identifier.doi10.1016/j.iimb.2019.07.010
dc.identifier.endpage395
dc.identifier.startpage385
dc.identifier.issue4
dc.identifier.volume31


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