THE EFFECT OF ETHICAL LEADERSHIP ON SERVICE SABOTAGE BEHAVIOR: A CASE STUDY OF PAKISTAN MICROFINANCE ORGANIZATIONS
Keywords:ethical leadership, service sabotage behaviou, quality of work
The main objective of this study is to estimate the effect of ethical leadership on Service Sabotage Behaviour. Study motivated with Pakistan financial organizational employee’s ethical standard. Study used 203 participant financial organization employees’ data and applied descriptive, correlation, regression and robustness test for estimation. Result of study indicated ethical leadership highly significant effect on Service Sabotage Behaviour, therefore, mediator role of Emotional dissonance, burnout and organizational commitment highly significant impact on enhancing service sabotage behaviour. Ethical standard and principles not established in organization a solid route cause for employee’s service sabotage behaviours. Employee’s behaviour highly important for organization, quality of work, profit ratio maintains through employees efficient behaviour and ethical leadership role enhance when organization implement principles and avoid behaviour reactions, recommended for ethical leaderships must focus on employee’s behaviour to avoid service sabotage behaviour.
Abubakar, A. M. and H. Arasli (2016). Dear top management, please don’t make me a cynic: intention to sabotage. Journal of Management Development, 35(10), 1266-1286.
Altahat, S. M. and T. Atan (2018). Role of Healthy Work Environments in Sustainability of Goal Achievement; Ethical Leadership, Intention to Sabotage and Psychological Capital in Jordanian Universities. Sustainability, 10(10), 3559.
Arif, S. and S. Al Hassan (2022). Impact of Psychological Contract Breach on Employees’ Sabotage and Whistle-Blowing Behaviors through Perceived Organizational Frustration. Journal of Development and Social Sciences, 3(2), 1125-1138.
Ashforth, B. E. and R. H. Humphrey (1993). Emotional labor in service roles: The influence of identity. Academy of management review, 18(1), 88-115.
Browning, V. (2008). An exploratory study into deviant behaviour in the service encounter: How and why front-line employees engage in deviant behaviour. Journal of Management & Organization, 14(4), 451-471.
Cordes, C. L. and T. W. Dougherty (1993). A review and an integration of research on job burnout." Academy of management review, 18(4), 621-656.
Cropanzano, R., et al. (2003). The impact of display rules and emotional labor on psychological well-being at work. Emotional and physiological processes and positive intervention strategies, Emerald Group Publishing Limited, 3, 45-89.
Diefendorff, J. M. and E. M. Richard (2003). Antecedents and consequences of emotional display rule perceptions. Journal of applied psychology, 88(2), 284.
Dimitriou, C. K. and C. H. Schwepker Jr (2019). Enhancing the lodging experience through ethical leadership. International Journal of Contemporary Hospitality Management, 31(2), 669-690.
Enwereuzor, I. K. (2023). Dispositional greed and knowledge sabotage: the roles of cutting corners at work and ethical leadership. Current Psychology, 1-15.
Fehr, R., et al. (2015). Moralized leadership: The construction and consequences of ethical leader perceptions. Academy of management review, 40(2), 182-209.
Giardini, A. and M. Frese (2006). Reducing the negative effects of emotion work in service occupations: emotional competence as a psychological resource. Journal of Occupational Health Psychology, 11(1), 63.
Gip, H., et al. (2023). How organizational dehumanization impacts hospitality employees service recovery performance and sabotage behaviors: the role of psychological well-being and tenure. International Journal of Contemporary Hospitality Management, 35(1), 64-91.
Gremler, D. D. and K. P. Gwinner (2000). Customer-employee rapport in service relationships. Journal of Service Research 3(1), 82-104.
Harris, L. C. and E. Ogbonna (2002). Exploring service sabotage: The antecedents, types and consequences of frontline, deviant, antiservice behaviors. Journal of Service Research, 4(3), 163-183.
Harris, L. C. and E. Ogbonna (2006). Service sabotage: A study of antecedents and consequences. Journal of the Academy of Marketing Science, 34, 543-558.
Harris, L. C. and E. Ogbonna (2009). Service sabotage: The dark side of service dynamics. Business horizons, 52(4), 325-335.
Harris, L. C. and E. Ogbonna (2012). Motives for service sabotage: an empirical study of front-line workers. The Service Industries Journal, 32(13), 2027-2046.
Hochschild, A. R. (1983). The managed heart. Berkeley, CA: University of California Press.
Jamil, M. N. and A. Rasheed (2023). How does Corporate Social Environment contribute to firm sustainability: mediator role of Social Capital. Journal on Innovation and Sustainability RISUS, 14(1), 77-86.
Jamil, M. N., et al. (2023). Role Of External Finance And Innovation In Achieving Eco-Efficiency And Sustainable Development Goals. Bulletin of Business and Economics (BBE), 12(2), 339-355.
Kruml, S. M. and D. Geddes (2000). Exploring the dimensions of emotional labor: The heart of Hochschild’s work. Management communication quarterly, 14(1), 8-49.
Kulualp, H. G. and C. M. Koçoğlu (2019). The open door to prevent counterproductive work behavior: ethical leadership. Anais Brasileiros de Estudos Turísticos, 9(1, 2 e 3).
Maslach, C., et al. (1986). Consulting Psychologists Press. Palo Alto, CA.
Mukhtar, Z., et al. (2022). The Effect of Employee Diversity on Organizational Performance in Textile Industry. Journal of Policy Research, 8(3), 307-314.
Ogbonna, E. and L. Harris (2009). Motives for service sabotage: An empirical study of front-line worker behaviour.
Rahmat, A. and A. Bastian (2022). Impact of Unscrupulous Management on Moral Identity and Knowledge Sabotage Behavior. Sains Organisasi, 1(4), 270-275.
Ramshida, A. and K. Manikandan (2013). Organizational commitment as a mediator of counterproductive work behavior and organizational culture. International Journal of Social Science & Interdisciplinary Research, 2(2), 59-69.
Schneider, B. and D. E. Bowen (1992). Personnel/human resources management in the service sector. Research in personnel and human resources management, 10(1), 1-30.
Schwepker, J., Charles H, et al. (2019). Reducing service sabotage and improving employee commitment to service quality. Journal of Services Marketing, 33(5), 615-625.
Shao, R. and D. P. Skarlicki (2014). Service employees’ reactions to mistreatment by customers: A comparison between North America and East Asia. Personnel psychology, 67(1), 23-59.
Shinwari, M. N., et al. (2023). Exploring The Nexus Between Emotional Intelligent And Academic Engagement Of University Students. Journal of Positive School Psychology, 1762-1772.
Sulu, S., et al. (2010). Work alienation as a mediator of the relationship between organizational injustice and organizational commitment: Implications for healthcare professionals. International Journal of Business and Management, 5(8), 27.
Taylor, L. and P. Walton (2020). Industrial sabotage: Motives and meanings. Risk Management, Routledge, 283-310.
Wright, T. A. and D. G. Bonett (1997). The contribution of burnout to work performance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 18(5), 491-499.
Yeşiltaş, M. and M. Tuna (2018). The effect of ethical leadership on service sabotage. The Service Industries Journal, 38(15-16), 1133-1159.
Yousef, A. and A. Shadi (2022). How Ethical Leadership And Incivility Tolerance A Ect Intention To Sabotage At Jordanian Universities? Организационная психология, 12(3), 9-26.
Zapf, D. (2002). Emotion work and psychological well-being: A review of the literature and some conceptual considerations. Human resource management review, 12(2), 237-268.
Zeithaml, V. A., et al. (1996). The behavioral consequences of service quality. Journal of marketing 60(2), 31-46.