Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Newbury Park, CA: Sage.
Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63, 1–18.
Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103, 411–423.
Argyle, M., Furnham, A., & Graham, J. (1981). Social situations. Cambridge: Cambridge University Press.
Argyle, M., Henderson, M., Bond, M., Iizuka, Y., & Contarello, A. (1986). Cross-cultural variations in relationship rules. International Journal of Psychology, 21(1–4), 287–315.
Astrauskaite, M., Notelaers, G., Medisauskaite, A., & Kern, R. (2015). Workplace harassment: Deterring role of transformational leadership and core job characteristics. Scandinavian Journal of Management, 31, 121–135.
Bakker, A. B., Demerouti, E., & Verbeke, W. (2004). Using the job demands-resources model to predict burnout and performance. Human Resource Management, 43(1), 83–104.
Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
Bedi, A., Alpaslan, C. M., & Green, S. (2016). A meta-analytic review of ethical leadership outcomes and moderators. Journal of Business Ethics, 139(3), 517–536.
Bhal, K. T., & Dadhich, A. (2011). Impact of ethical leadership and leader–member exchange on whistle blowing: The moderating impact of the moral intensity of the issue. Journal of Business Ethics, 103(3), 485–496.
Brislin, R. W. (1980). Translation and content analysis of oral and written material. In H. C. Triandis & J. W. Berry (Eds.), Handbook of cross-cultural psychology: Methodology (Vol. 2, pp. 349–444). Boston, MA: Allynand Bacon.
Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117–134.
Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 595–616.
Carter, D., & Baghurst, T. (2014). The influence of servant leadership on restaurant employee engagement. Journal of Business Ethics, 124(3), 453–464.
Carter, M., Thompson, N., Crampton, P., Morrow, G., Burford, B., Gray, C., et al. (2013). Workplace bullying in the UK NHS: A questionnaire and interview study on prevalence, impact and barriers to reporting. British Medical Journal Open, 3(6), e002628.
Castro, C. B., Periñan, M. M. V., & Bueno, J. C. C. (2008). Transformational leadership and followers' attitudes: The mediating role of psychological empowerment. The International Journal of Human Resource Management, 19(10), 1842–1863.
Chughtai, A., Byrne, M., & Flood, B. (2015). Linking ethical leadership to employee well-being: The role of trust in supervisor. Journal of Business Ethics, 128(3), 653–663.
Cooper-Thomas, H., Gardner, D., O'Driscoll, M., Catley, B., Bentley, T., & Trenberth, L. (2013). Neutralizing workplace bullying: The buffering effects of contextual factors. Journal of Managerial Psychology, 28(4), 384–407.
Demerouti, E., & Bakker, A. B. (2008). The Oldenburg Burnout Inventory: A good alternative to measure burnout and engagement. In J. R. B. Halbesleben (Eds.), Handbook of stress and burnout in health care (pp. 65–78). New York: Nova Science. https://pdfs.semanticscholar.org/7cb5/c694cb9ad8c38e63db5d6458e34cd4fef5ce.pdf
Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512.
Demerouti, E., Mostert, K., & Bakker, A. B. (2010). Burnout and work engagement: A thorough investigation of the independency of both constructs. Journal of Occupational Health Psychology, 15(3), 209–222.
Demerouti, E., Veldhuis, W., Coombes, C., & Hunter, R. (2019). Burnout among pilots: Psychosocial factors related to happiness and performance at simulator training. Ergonomics, 62(2), 233–245.
Demirtas, O. (2015). Ethical leadership influence at organizations: Evidence from the field. Journal of Business Ethics, 126(2), 273–284.
Demirtas, O., & Akdogan, A. A. (2015). The effect of ethical leadership behavior on ethical climate, turnover intention, and affective commitment. Journal of Business Ethics, 130(1), 59–67.
Den Hartog, D. N. (2015). Ethical leadership. Annual Review of Organizational Psychology and Organizational Behaviour, 2(1), 409–434.
Den Hartog, D. N., & Belschak, F. D. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35–47.
Dormann, C., & Griffin, M. A. (2015). Optimal time lags in panel studies. Psychological Methods, 20, 489–505.
Duffy, M. K., Ganster, D. C., Shaw, J. D., Johnson, J. L., & Pagon, M. (2006). The social context of undermining behavior at work. Organizational Behavior and Human Decision Processes, 101(1), 105–126.
Duffy, M. K., Scott, K. L., Shaw, J. D., Tepper, B. J., & Aquino, K. (2012). A social context model of envy and social undermining. Academy of Management Journal, 55(3), 643–666.
Duffy, M. K., Ganster, D. C., & Pagon, M. (2002). Social Undermining in the Workplace. The Academy of Management Journal, 45(2), 331–351.
Eckhardt, A., Laumer, S., Maier, C., & Weitzel, T. (2016). The effect of personality on IT personnel’s job-related attitudes: Establishing a dispositional model of turnover intention across IT job types. Journal of Information Technology, 31, 48–66.
Einarsen, K., Mykletun, R. J., Einarsen, S. V., Skogstad, A., & Salin, D. (2017). Ethical infrastructure and successful handling of workplace bullying. Nordic Journal of Working Life Studies, 7(1), 37.
Ertureten, A., Cemalcilar, Z., & Aycan, Z. (2013). The relationship of down-ward mobbing with leadership style and organizational attitudes. Journal of Business Ethics, 116, 205–216.
Folger, R., & Cropanzano, R. (1998). Organizational justice and human resource management. London: Sage.
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.
Greenbaum, R. L., Mawritz, M. B., & Eissa, G. (2012). Bottom-line mentality as an antecedent of social undermining and the moderating roles of core self-evaluations and conscientiousness. Journal of Applied Psychology, 97(2), 343–359.
Halbesleben, J. R. B., & Demerouti, E. (2005). The construct validity of an alternative measure of burnout: investigating the English translation of the Oldenburg Burnout Inventory. Work & Stress, 19(3), 208–220.
Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. New York: Guilford Press.
Hejjas, K., Miller, G., & Scarles, C. (2019). “It’s Like Hating Puppies!” Employee Disengagement and Corporate Social Responsibility. Journal of Business Ethics, 157, 319–337.
Henderson, M., & Argyle, M. (1986). The informal rules of working relationships. Journal of Organizational Behavior, 7(4), 259–275.
Hershcovis, M. S. (2011). “Incivility, social undermining, bullying… oh my!”: A call to reconcile constructs within workplace aggression research. Journal of Organizational Behavior, 32(3), 499–519.
Hildenbrand, K., Sacramento, C. A., & Binnewies, C. (2018). Transformational leadership and burnout: The role of thriving and followers' openness to experience. Journal of Occupational Health Psychology, 23(1), 31–43.
Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44, 513–524.
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44, 501–529.
Hofmann, D. A., & Gavin, M. B. (1998). Centering decisions in hierarchical linear models: Implications for research in organizations. Journal of Management, 24, 623–641.
Hofmann, D. A., Griffin, M., & Gavin, M. B. (2000). The application of hierarchical linear modeling to organizational research. In K. J. Klein & S. W. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions (pp. 467–511). San Francisco, CA: Jossey-Bass.
Hu, L.-T., & Bentler, P. M. (1999). Cut off criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modelling: A Multidisciplinary Journal, 6(1), 1–55.
Judge, T. A., Erez, A., Bono, J. E., & Thoresen, C. J. (2003). The core self-evaluations scale: Development of a measure. Personnel Psychology, 56, 303–331.
Judge, T. A., Heller, D., & Mount, M. K. (2002). Five-factor model of personality and job satisfaction: A meta-analysis. Journal of Applied Psychology, 87(3), 530–541.
Kahn, W. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.
Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. (2013a). Ethical leadership and follower helping and courtesy: Moral awareness and empathic concern as moderators. Applied Psychology: An International Review, 62, 211–235.
Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. (2013b). Ethical leadership and followers' helping and initiative: The role of demonstrated responsibility and job autonomy. European Journal of Work and Organizational Psychology, 22(2), 165–181.
Kerr, S., & Jermier, J. M. (1978). Substitutes for leadership: Their meaning and measurement. Organizational Behavior and Human Performance, 22(3), 375–403.
Kline, R. B. (2005). Principles and practice of structural equation modeling (2nd ed.). New York: Guilford Press.
Kovjanic, S., Schuh, S. C., Jonas, K., Van Quaquebeke, N., & Van Dick, A. R. (2012a). How do transformational leaders foster positive employee outcomes? A self-determination-based analysis of employees' needs as mediating links. Journal of Organizational Behavior, 33(8), 1031–1052.
Kovjanic, S., Schuh, S. C., Jonas, K., Van Quaquebeke, N., & Van Dick, R. (2012b). How do transformational leaders foster positive employee outcomes? A self-determination-based analysis of employees’ needs as mediating links. Journal of Organizational Behaviour, 33, 1031–1052.
Lachman, R., & Diamant, E. (1987). Withdrawal and restraining factors in teachers' turnover intentions. Journal of Organizational Behavior, 8(3), 219–232.
Langelaan, S., Bakker, A. B., Van Doornen, L. J., & Schaufeli, W. B. (2006). Burnout and work engagement: Do individual differences make a difference? Personality and Individual Differences, 40, 521–532.
Lee, A., & Carpenter, N. C. (2018). Seeing eye to eye: A meta-analysis of self-other agreement of leadership. The Leadership Quarterly, 29, 253–275.
Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2019). Taking stock of moral approaches to leadership: An integrative review of ethical, authentic, and servant leadership. Academy of Management Annals, 13, 148–187.
Leung, K., & Tong, K. (2003). Toward a normative model of justice. In S. W. Gilliland, D. D. Steiner, & D. P. Skarlicki (Eds.), Research on social issues in management (emerging perspectives on values in organizations) (pp. 97–120). Greenwich, CT: Information Age Publishing.
Lombardi, S., Santini, G., Marchetti, G. M., & Focardi, S. (2017). Generalized structural equations improve sexual-selection analyses. PLoS ONE, 12(8), e0181305.
Macey, W., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3–30.
Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52(1), 397–422.
Mayer, D. M., Aquino, K., Greenbaum, R. L., & Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55, 151–171.
Miao, Q., Newman, A., Yu, J., & Xu, L. (2013). The relationship between ethical leadership and unethical pro-organizational behavior: Linear or curvilinear effects? Journal of Business Ethics, 116(3), 641–653.
Mo, S., & Shi, J. (2017). Linking ethical leadership to employee burnout, workplace deviance and performance: Testing the mediating roles of trust in leader and surface acting. Journal of Business Ethics, 144(2), 293–303.
Mostafa, A. M. S. (2018). Ethical leadership and organizational citizenship behaviours: The moderating role of organizational identification. European Journal of Work and Organizational Psychology, 27(4), 441–449.
Ng, T. W., & Feldman, D. C. (2015). Ethical leadership: Meta-analytic evidence of criterion-related and incremental validity. Journal of Applied Psychology, 100(3), 948–965.
O’Reilly, C. A., Chatman, J., & Caldwell, D. F. (1991). People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34(3), 487–516.
Palanski, M., Avey, J. B., & Jiraporn, N. (2014). The effects of ethical leadership and abusive supervision on job search behaviors in the turnover process. Journal of Business Ethics, 121(1), 135–146.
Parkinson, A., & McBain, R. (2013). Putting the emotion back: Exploring the role of emotion in disengagement. In W. J. Zerbe, N. M. Ashkanasy, & C. E. J. Härtel (Eds.), Research on emotion in organizations: Vol. 9. Individual sources, dynamics, and expressions of emotion (pp. 69–85). Bingley: Emerald Group Publishing.
Pech, R., & Slade, B. (2006). Employee disengagement: Is there evidence of a growing problem? Handbook of Business Strategy, 7(1), 21–25.
Pienaar, J. W., & Bester, C. L. (2011). The impact of burnout on the intention to quit among professional nurses in the Free State region - a national crisis? South African Journal of Psychology, 41(1), 113–122.
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviours and their effects on followers trust in leader, satisfaction, and organizational citizenship behaviours. Leadership Quarterly, 1, 107–142.
Preacher, K. J., Rucker, D. D., & Hayes, A. F. (2007). Addressing moderated mediation hypotheses: Theory, methods, and prescriptions. Multivariate Behavioral Research, 42, 185–227.
Preacher, K. J., Zyphur, M. J., & Zhang, Z. (2010). A general multilevel SEM framework for assessing multilevel mediation. Psychological Methods, 15(3), 209–233.
Ramsay, S., Troth, A., & Branch, S. (2011). Work-place bullying: A group processes framework. Journal of Occupational and Organizational Psychology, 84(4), 799–816.
Rathi, N., & Lee, K. (2016). Emotional exhaustion and work attitudes: Moderating effect of personality among frontline hospitality employees. Journal of Human Resources in Hospitality and Tourism, 15(3), 231–251.
Rozin, P., & Royzman, E. B. (2001). Negativity bias, negativity dominance, and contagion. Personality and Social Psychology Review, 5(4), 296–320.
Scanlan, J. N., & Still, M. (2013). Job satisfaction, burnout and turnover intention in occupational therapists working in mental health. Australian Occupational Therapy Journal, 60, 310–318.
Scanlan, J. N., & Still, M. (2019). Relationships between burnout, turnover intention, job satisfaction, job demands and job resources for mental health personnel in an Australian mental health service. BMC Health Services Research, 19(62), 1–11.
Seashore, S. E., Lawler, E. E., Mirvis, P., & Camman, C. (1982). Observing and measuring organizational change: A guide to field practice. New York: Wiley.
Solberg, M. E., & Olweus, D. (2003). Prevalence estimation of school bullying with the Olweus Bully/Victim Questionnaire. Aggressive Behavior, 29, 239–268.
Sonnentag, S. (2005). Burnout research: Adding an off-work and day-level perspective. Work & Stress, 19, 271–275.
Stouten, J., van Dijke, M., Mayer, D., De Cremer, D., & Euwema, M. C. (2013). Can a leader be seen as too ethical? The curvilinear effects of ethical leadership. The Leadership Quarterly, 24, 680–695.
Sun, L. Y., & Pan, W. (2008). HR practices perceptions, emotional exhaustion, and work outcomes: A conservation-of-resources theory in the Chinese context. Human Resource Development Quarterly, 19(1), 55–74.
Taylor, S. G., & Pattie, M. W. (2014). When does ethical leadership affect workplace incivility? The moderating role of follower personality. Business Ethics Quarterly, 24(4), 595–616.
Thanacoody, P. R., Newman, A., & Fuchs, S. (2014). Affective commitment and turnover intentions among healthcare professionals: The role of emotional exhaustion and disengagement. The International Journal of Human Resource Management, 25, 1841–1857.
Treviño, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56(1), 5–37.
Vullinghs, J. T., De Hoogh, A. H. B., Den Hartog, D. N., & Boon, C. (2018). Ethical and passive leadership and their joint relationships with burnout via role clarity and role overload. Journal of Business Ethics. https://doi.org/10.1007/s10551-018-4084-y.
Walsh, M. M., & Arnold, K. A. (2018). Mindfulness as a Buffer of Leaders’ Self-Rated Behavioral Responses to Emotional Exhaustion: A Dual Process Model of Self-Regulation. Frontiers in Psychology, 9, 2498.
Walumbwa, F. O., & Lawler, J. J. (2003). Building effective organizations: Transformational leadership, collectivist orientation, work-related attitudes and withdrawal behaviours in three emerging economies. International Journal of Human Resource Management, 14(7), 1083–1101.
Wang, Z., & Xu, H. (2019). When and for whom ethical leadership is more effective in eliciting work meaningfulness and positive attitudes: The moderating roles of core self-evaluation and perceived organizational support. Journal of Business Ethics, 156, 919–940.
Williams, L. J., Vandenberg, R. J., & Edwards, J. R. (2009). Structural equation modeling in management research: a guide for improved analysis. Academy of Management Annals, 3(1), 543–604.
Zapf, D., Escartin, J., Einarsen, S., Hoel, H., & Vartia, M. (2011). Empirical findings on prevalence and risk groups of bullying in the workplace. In S. Einarsen, H. Hoel, D. Zapf, & C. L. Cooper (Eds.), Bullying and harassment in the workplace (pp. 75–106). London: Taylor and Francis.