The Relationship between Ethical Leadership and Employee Resilience：Felt Obligation and Self-efficacy as Mediators
|Keywords:||道德領導;心理彈性;感知義務;自我效能;Ethical leadership;Resilience;Felt obligation;Self-efficacy|
With the emerging new career Paradigm of “Protean career”, People have viewed great changes in the work place. In response to the revolution in the world of work, many scholars and practitioners advocate individual employees to build high resilience to achieve success in the turbulent and uncertain workplace. Since as the key resource of organization, managers need to be ethical. Many scholars have found that ethical leadership plays an important role in promoting employees’ job attitude and working performance. The main purpose of this study is to focus on the relationship between ethical leadership and employees’ resilience. Drawing on the self-efficacy theory and the social exchange theory, the study proposed self-efficacy and felt obligation as mediators for the relationship between ethical leadership and employee resilience. According to the survey data from 229 employees, our hypothesis testing showed that (1) ethical leadership, felt obligation and self-efficacy have a significant impact on employee resilience; and (2) felt obligation and self-efficacy mediated fully the relationship between ethical leadership and employee resilience.
|Appears in Collections:||Thesis|