Abstract
Based on stakeholder theory, our study tested whether responsible leadership would influence employees’ work engagement through two different mechanisms—general distributive justice climate and perceived supervisor support—and whether work engagement would lead to employees’ creativity. We collected sampling data over eight weeks from 116 employees (Level 1, n = 519) who work in different companies in China. Growth modeling analysis was employed to test the hypotheses. Results indicated that work engagement was predicted by responsible leadership. The responsible leadership-work engagement relationship was also found to be mediated by general distributive justice climate and perceived supervisor support. Moreover, we found that work engagement was positively related to employees’ creativity in dynamic nature. We discussed the theoretical and practical implications and suggested some directions for future research.
This is a preview of subscription content, log in via an institution to check access.
Similar content being viewed by others
Data Availability
The datasets used or analyzed during the current study are available from the corresponding author on reasonable request.
References
Adams, J. S. (1965). Inequity in social exchange. In Advances in Experimental Social Psychology 2, pp. 267–299). Elsevier.
Albrecht, S., Breidahl, E., & Marty, A. (2018). Organizational resources, organizational engagement climate, and employee engagement. Career Development International, 23(1), 67–85. https://doi.org/10.1108/CDI-04-2017-0064
Alessandri, G., Consiglio, C., Luthans, F., & Borgogni, L. (2018). Testing a dynamic model of the impact of psychological capital on work engagement and job performance. Career Development International, 23(1), 33–47. https://doi.org/10.1108/CDI-11-2016-0210
Amabile, T. M., Schatzel, E. A., Moneta, G. B., & Kramer, S. J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. Leadership Quarterly, 15(1), 5–32. https://doi.org/10.1016/j.leaqua.2003.12.003
Ambrose, M. L., & Schminke, M. (2009). The role of overall justice judgments in organizational justice research: A test of mediation. Journal of Applied Psychology, 94(2), 491–500. https://doi.org/10.1037/a0013203
Antonakis, J., Bastardoz, N., & Rönkkö, M. (2019). On ignoring the random effects assumption in multilevel models: Review, critique, and recommendations. Organizational Research Methods, 24(2), 443–483. https://doi.org/10.1177/1094428119877457
Antunes, A., & Franco, M. (2016). How people in organizations make sense of responsible leadership practices: Multiple case studies. Leadership and Organization Development Journal, 37(1), 126–152.
Argandoña, A. (1998). The stakeholder theory and the common good. Journal of Business Ethics, 17(9–10), 1093–1102. https://doi.org/10.1023/a:1006075517423
Badawy, P. J., & Schieman, S. (2021). With greater power comes greater stress? Authority, supervisor support, and work-family strains. Journal of Marriage Family, 83(1), 40–56. https://doi.org/10.1111/jomf.12714
Bailey, C., Madden, A., Alfes, K., & Fletcher, L. (2017). The meaning, antecedents and outcomes of employee engagement: A narrative synthesis. International Journal of Management Reviews, 19(1), 31–53. https://doi.org/10.1111/ijmr.12077
Bakker, A. B., & Bal, M. P. (2010). Weekly work engagement and performance: A study among starting teachers. Journal of Occupational Organizational Psychology, 83(1), 189–206. https://doi.org/10.1348/096317909X402596
Bakker, A. B., & Schaufeli, W. B. (2008). Positive organizational behavior: Engaged employees in flourishing organizations. Journal of Organizational Behavior, 29(2), 147–154. https://doi.org/10.2307/30163401
Bal, P. M., De Cooman, R., & Mol, S. T. (2013). Dynamics of psychological contracts with work engagement and turnover intention: The influence of organizational tenure. European Journal of Work Organizational Psychology, 22(1), 107–122. https://doi.org/10.1080/1359432X.2011.626198
Bandura, A., & McClelland, D. C. (1977). Social learning theory (Vol. 1). Prentice Hall.
Bauer, D., Preacher, K., & Gil, K. (2006). Conceptualizing and testing random indirect effects and moderated mediation in multilevel models: New procedures and recommendations. Psychological Methods, 11, 142–163. https://doi.org/10.1037/1082-989X.11.2.142
Bhatnagar, J. (2012). Management of innovation: Role of psychological empowerment, work engagement and turnover intention in the Indian context. The International Journal of Human Resource Management, 23(5), 928–951. https://doi.org/10.1080/09585192.2012.651313
Blader, S. L., & Tyler, T. R. (2009). Testing and extending the group engagement model: Linkages between social identity, procedural justice, economic outcomes, and extrarole behavior. Journal of Applied Psychology, 94(2), 445. https://doi.org/10.1037/a0013935
Bliese, P. (2013). Multilevel Modeling in R (2.3): A Brief Introduction to R, the Multilevel Package and the NLME Package. University of South Carolina
Breevaart, K., Demerouti, E., & Heuvel, M. (2015). Leader-member exchange, work engagement, and job performance. Journal of Managerial Psychology, 30(7), 754–770. https://doi.org/10.1108/JMP-03-2013-0088
Brislin, R. (1986). The Wording and Translation of Research Instrument (Vol. 8). Beverly Hills.
Caesens, G., & Stinglhamber, F. (2014). The relationship between perceived organizational support and work engagement: The role of self-efficacy and its outcomes. European Review of Applied Psychology, 64(5), 259–267. https://doi.org/10.1016/j.erap.2014.08.002
Cameron, K. (2011). Responsible leadership as virtuous leadership. In Responsible Leadership (pp. 25–35). Springer.
Carmeli, A., & Weisberg, J. (2006). Exploring turnover intentions among three professional groups of employees. Human Resource Development International, 9(2), 191–206. https://doi.org/10.1080/13678860600616305
Carter, M. Z., Mossholder, K. W., & Harris, J. N. (2018). Congruence effects of contingent reward leadership intended and experienced on team effectiveness: The mediating role of distributive justice climate. Journal of Occupational Organizational Psychology, 91(3), 465–485. https://doi.org/10.1111/joop.12210
Chen, T., Li, F., & Leung, K. (2016). When does supervisor support encourage innovative behavior? Opposite moderating effects of general self-efficacy and internal locus of control. Personnel Psychology, 69(1), 123–158. https://doi.org/10.1111/peps.12104
Cheng, K., Wei, F., & Lin, Y. (2019). The trickle-down effect of responsible leadership on unethical pro-organizational behavior: The moderating role of leader-follower value congruence. Journal of Business Research, 102(SEP), 34–43. https://doi.org/10.1016/j.jbusres.2019.04.044
Clarkson, M. E. (1995). A stakeholder framework for analyzing and evaluating corporate social performance. Academy of Management Review, 20(1), 92–117. https://doi.org/10.3138/9781442673496-013
Dawley, D., Houghton, J. D., & Bucklew, N. (2010). Perceived organizational support and turnover intention: The mediating effects of personal sacrifice and job fit. Journal of Social Psychology, 150(3), 238–257. https://doi.org/10.1080/00224540903365463
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. https://doi.org/10.1037/0021-9010.86.3.499
Doh, J. P., & Quigley, N. R. (2014). Responsible Leadership and Stakeholder Management: Influence Pathways and Organizational Outcomes. Academy of Management Perspectives, 28(3), 255–274. https://doi.org/10.5465/amp.2014.0013
Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of the corporation: Concepts, evidence, and implications. Academy of Management Review, 20(1), 65–91. https://doi.org/10.5465/amr.1995.9503271992
Doty, D., & Glick, W. (1998). Common methods bias: Does common methods variance really bias results? Organizational Research Methods, 1(4), 374–406. https://doi.org/10.1177/109442819814002
Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565. https://doi.org/10.1037//0021-9010.87.3.565
Erdogan, B., & Bauer, T. N. (2010). Differentiated leader–member exchanges: The buffering role of justice climate. Journal of Applied Psychology, 95(6), 1104. https://doi.org/10.1037/a0020578
Freeman, R. E. (2010). Strategic management: A stakeholder approach. Cambridge university press.
Freeman, R. E., Harrison, J. S., & Wicks, A. C. (2007). Managing for stakeholders: Survival, reputation, and success. Yale University Press.
Freeman, R. E., Wicks, A. C., & Parmar, B. (2004). Stakeholder theory and “the corporate objective revisited.” Organization Science, 15(3), 364–369. https://doi.org/10.1287/orsc.1040.0066
Füllemann, D., Brauchli, R., Jenny, G. J., & Bauer, G. F. (2016). Individual and group-level job resources and their relationships with individual work engagement. Journal of Occupational Health Psychology, 58(3), 255–268. https://doi.org/10.1539/joh.15-0044-OA
Goštautaitė, B., & Bučiūnienė, I. (2015). Work engagement during life-span: The role of interaction outside the organization and task significance. Journal of Vocational Behavior, 89, 109–119. https://doi.org/10.1016/j.jvb.2015.05.001
Hackman, J., & Oldham, G. (1980). Work Redesign (Vol. 6). https://doi.org/10.2307/257655
Han, Z., Wang, Q., & Yan, X. (2019). How responsible leadership motivates employees to engage in organizational citizenship behavior for the environment: A double-mediation model. Sustainability, 11(3), 605. https://doi.org/10.3390/su11030605
Hansen S, Dunford B, Alge B, Jackson C (2015) Corporate social responsibility, ethical leadership, and trust propensity: a multi-experience model of perceived ethical climate. Journal of Business Ethics, 137(4). https://doi.org/10.1007/s10551-015-2745-7
Haque, A., Fernando, M., & Caputi, P. (2017). The relationship between responsible leadership and organisational commitment and the mediating effect of employee turnover intentions: An empirical study with australian employees. Journal of Business Ethics, 156(3), 759–774. https://doi.org/10.1007/s10551-017-3575-6
Haque, A., Fernando, M., & Caputi, P. (2019). Responsible leadership, affective commitment and intention to quit: An individual level analysis. Leadership Organization Development Journal, 37(1), 126–152. https://doi.org/10.1108/LODJ-04-2014-0084
He, J., Morrison, A. M., & Zhang, H. (2019). Improving millennial employee well-being and task performance in the hospitality industry: The interactive effects of HRM and responsible leadership. Sustainability, 11(16), 4410. https://doi.org/10.3390/su11164410
Holland, P., Cooper, B., & Sheehan, C. (2017). Employee voice, supervisor support, and engagement: The mediating role of trust. Human Resource Management, 56(6), 915–929. https://doi.org/10.1002/hrm.21809
Hooijberg, R. (1997). Leadership complexity and development of the leaderplex model. Journal of Management, 23, 375–408. https://doi.org/10.1016/S0149-2063(97)90036-2
Howell, J. M., & Avolio, B. J. (1992). The ethics of charismatic leadership: Submission or liberation? Academy of Management Perspectives, 6(2), 43–54. https://doi.org/10.2307/4165064
Hu, X., & Shi, J. (2015). Employees’ surface acting in interactions with leaders and peers. Journal of Organizational Behavior, 36(8), 1132–1152. https://doi.org/10.1002/job.2015
Janssen, O. (2000). Job demands, perceptions of effort-reward fairness and innovative work behaviour. Journal of Occupational Organizational Psychology, 73(3), 287–302. https://doi.org/10.1348/096317900167038
Janssen, O., Lam, C. K., & Huang, X. (2010). Emotional exhaustion and job performance: The moderating roles of distributive justice and positive affect. Journal of Organizational Behavior, 31(6), 787–809. https://doi.org/10.1002/job.614
Javed, M., Ali, H., Asrar-ul-Haq, M., & Kirmani, S. (2020). Responsible leadership and triple bottom line performance - do corporate reputation and innovation mediate this relationship? Leadership & Organization Development Journal, 41(4), 501–517. https://doi.org/10.1108/LODJ-07-2019-0329
Judge, T. A., & Colquitt, J. A. (2004). Organizational justice and stress: The mediating role of work-family conflict. Journal of Applied Psychology, 89(3), 395. https://doi.org/10.1037/0021-9010.89.3.395
Kalliath, P., Kalliath, T., Chan, X. W., & Chan, C. (2020). Enhancing job satisfaction through work–family enrichment and perceived supervisor support: The case of Australian social workers. Personnel Review. https://doi.org/10.1108/PR-06-2018-0219
Karasek, R. A., Triantis, K. P., & Chaudhry, S. S. (1982). Coworker and supervisor support as moderators of associations between task characteristics and mental strain. Journal of Occupational Behaviour, 3(2), 181–200. https://doi.org/10.1002/job.4030030205
Kashif, M., Zarkada, A., Thurasamy, R., Cornelius, N., & Barton, H. (2017). Customer aggression and organizational turnover among service employees: The moderating role of distributive justice and organizational pride. Personnel Review, 00–00,. https://doi.org/10.1108/PR-06-2016-0145
Kottke, J. L., & Sharafinski, C. E. (1988). Measuring perceived supervisory and organizational support. Educational and Psychological Measurement, 48(4), 1075–1079. https://doi.org/10.1177/0013164488484024
Kwon, K., & Kim, T. (2019). An integrative literature review of employee engagement and innovative behavior: Revisiting the JD-R model. Human Resource Management Review, 30(2), 100704. https://doi.org/10.1016/j.hrmr.2019.100704
Laguna, M., Razmus, W., & Żaliński, A. (2017). Dynamic relationships between personal resources and work engagement in entrepreneurs. Journal of Occupational Organizational Psychology, 90(2), 248–269. https://doi.org/10.1111/joop.12170
Li, G., Rubenstein, A. L., Lin, W., Wang, M., & Chen, X. (2018). The curvilinear effect of benevolent leadership on team performance: The mediating role of team action processes and the moderating role of team commitment. Personnel Psychology, 71(3), 369–397. https://doi.org/10.1111/peps.12264
Liaw, Y.-J., Chi, N.-W., & Chuang, A. (2010). Examining the mechanisms linking transformational leadership, employee customer orientation, and service performance: The mediating roles of perceived supervisor and coworker support. Journal of Business Psychology, 25(3), 477–492. https://doi.org/10.1007/s10869-009-9145-x
Lin, C.-P., Huang, H.-T., & Huang, T. Y. (2020). The effects of responsible leadership and knowledge sharing on job performance among knowledge workers. Personnel Review, 49(9), 1879–1896. https://doi.org/10.1108/PR-12-2018-0527
Lind, E. A., & Tyler, T. R. (1988). The social psychology of procedural justice. Springer Science & Business Media.
Lips-Wiersma, M., Haar, J., & Wright, S. (2020). The effect of fairness, responsible leadership and worthy work on multiple dimensions of meaningful work. Journal of Business Ethics, 161(1), 35–52. https://doi.org/10.1007/s10551-018-3967-2
Liu, Y., Song, Y., Koopmann, J., Wang, M., Chang, C.-H., & Shi, J. (2017). Eating your feelings? Testing a model of employees’ work-related stressors, sleep quality, and unhealthy eating. The Journal of Applied Psychology, 102,. https://doi.org/10.1037/apl0000209
Locke, E., & Latham, G. (2004). What should we do about motivation theory? Six recommendations for the twenty-first century. The Academy of Management Review, 29(3), 388–403. https://doi.org/10.2307/20159050
Lu, J., Zhang, Z., & Jia, M. (2019). Does servant leadership affect employees’ emotional labor? A social information-processing perspective. Journal of Business Ethics, 159(1), 507–518. https://doi.org/10.1007/s10551-018-3816-3
Maak, T., & Pless, N. M. (2006). Responsible leadership in a stakeholder society–a relational perspective. Journal of Business Ethics, 66(1), 99–115. https://doi.org/10.1007/s10551-006-9047-z
Madrid, H. P., Patterson, M. G., Birdi, K. S., Leiva, P. I., & Kausel, E. E. (2014). The role of weekly high-activated positive mood, context, and personality in innovative work behavior: A multilevel and interactional model. Journal of Organizational Behavior, 35(2), 234–256. https://doi.org/10.1002/job.1867
Maslach, C., Jackson, S. E., Leiter, M. P., Schaufeli, W. B., & Schwab, R. L. (1986). Maslach burnout inventory (Vol. 21). Consulting psychologists press Palo Alto, CA.
Maslach, C., & Leiter, M. (1997). The Truth About Burnout.
Maslach, C., Schaufeli, W., & Leiter, M. (2001). Job Burnout. Annual Review of Psychology, 52(1), 397–422. https://doi.org/10.1146/annurev.psych.52.1.397
Mauno, S., Kinnunen, U., & Ruokolainen, M. (2007). Job demands and resources as antecedents of work engagement: A longitudinal study. Journal of Vocational Behavior, 70(1), 149–171. https://doi.org/10.1016/j.jvb.2006.09.002
Montani, F., Vandenberghe, C., Khedhaouria, A., & Courcy, F. (2020). Examining the inverted U-shaped relationship between workload and innovative work behavior: The role of work engagement and mindfulness. Human Relations, 73(1), 59–93. https://doi.org/10.1177/0018726718819055
Naumann, S. E., & Bennett, N. (2000). A case for procedural justice climate: Development and test of a multilevel model. Academy of Management Journal, 43(5), 881–889. https://doi.org/10.5465/1556416
Newman, A., Tse, H. H. M., Schwarz, G., & Nielsen, I. (2018). The effects of employees’ creative self-efficacy on innovative behavior: The role of entrepreneurial leadership. Journal of Business Research, 89, 1–9. https://doi.org/10.1016/j.jbusres.2018.04.001
Ng, T. W., & Lucianetti, L. (2016). Within-individual increases in innovative behavior and creative, persuasion, and change self-efficacy over time: A social–cognitive theory perspective. Journal of Applied Psychology, 101(1), 14. https://doi.org/10.1037/apl0000029
Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 36(3), 527–556. https://doi.org/10.2307/256591
Obeidat, B. Y., & Tarhini, A. (2016). A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance: A structural equation modelling approach. Journal of Management Development, 35(5), 681–705. https://doi.org/10.25255/jss.2015.4.2.848.866
Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39(3), 607–634. https://doi.org/10.2307/256657
Orgambídez-Ramos, A., & de Almeida, H. (2017). Work engagement, social support, and job satisfaction in Portuguese nursing staff: A winning combination. Applied Nursing Research, 36, 37–41. https://doi.org/10.1016/j.apnr.2017.05.012
Park, R., & Jang, S. J. (2017). Mediating role of perceived supervisor support in the relationship between job autonomy and mental health: Moderating role of value–means fit. The International Journal of Human Resource Management, 28(5), 703–723. https://doi.org/10.1080/09585192.2015.1109536
Pless, N. M. (2007). Understanding responsible leadership: Role identity and motivational drivers. Journal of Business Ethics, 74(4), 437–456. https://doi.org/10.1007/s10551-007-9518-x
Podsakoff, P., MacKenzie, S., & Podsakoff, N. (2010). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539–569. https://doi.org/10.1146/annurev-psych-120710-100452
Posner, B. Z. (2015). An investigation into the leadership practices of volunteer leaders. Leadership Organization Development Journal, 36(7), 885–898. https://doi.org/10.1108/LODJ-03-2014-0061
Post, J. E., Preston, L. E., & Sachs, S. (2002). Managing the extended enterprise: The new stakeholder view. California Management Review, 45(1), 6–28. https://doi.org/10.2307/41166151
Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40(3), 879–891.
Rawls, J. (1958). Justice as Fairness. the Philosophical Review, 67(2), 164–194. https://doi.org/10.1177/004839318501500213
Rosseel, Y. (2012). Lavaan: An R package for structural equation modeling and more. Version 0.5–12 (BETA). Journal of Statistical Software, 48(2), 1–36.
Rothbard, N. P. (2001). Enriching or depleting? The dynamics of engagement in work and family roles. Administrative Science Quarterly, 46(4), 655–684. https://doi.org/10.2307/3094827
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://doi.org/10.1108/02683940610690169
Salancik, G., & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 23, 224–253. https://doi.org/10.2307/2392563
Salanova, M., & Schaufeli, W. (2008). Work engagement as a mediator between job resources and proactive behaviour: A cross-national study. The International Journal of Human Resource Management, 19, 226–231. https://doi.org/10.1080/09585190701763982
Schaubroeck, J. M., Lam, L. W., Lai, J. Y., Lennard, A. C., Peng, A. C., & Chan, K. W. (2018). Changing experiences of work dirtiness, occupational disidentification, and employee withdrawal. Journal of Applied Psychology, 103(10), 1086. https://doi.org/10.1037/apl0000330
Schaufeli, W., Salanova, M., & González-Romá, V. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71–92. https://doi.org/10.1023/A:1015630930326
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293–315. https://doi.org/10.1002/job.248
Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational Psychological Measurement, 66(4), 701–716. https://doi.org/10.1177/0013164405282471
Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37(3), 580–607. https://doi.org/10.2307/256701
Sguera, F., Bagozzi, R., Huy, Q., Boss, R., & Boss, D. (2018). The more you care, the worthier i feel, the better i behave: How and when supervisor support influences (un)ethical employee behavior. Journal of Business Ethics, 153(3), 615–628. https://doi.org/10.1007/s10551-016-3339-8
Shanock, L. R., & Eisenberger, R. (2006). When supervisors feel supported: Relationships with subordinates’ perceived supervisor support, perceived organizational support, and performance. Journal of Applied Psychology, 91(3), 689. https://doi.org/10.1037/0021-9010.91.3.689
Shin, Y., Sung, S. Y., Choi, J. N., & Kim, M. S. (2015). Top management ethical leadership and firm performance: Mediating role of ethical and procedural justice climate. Journal of Business Ethics, 129(1), 43–57. https://doi.org/10.1007/s10551-014-2144-5
Shuck, B., Adelson, J. L., & Reio, T. G. (2017). The employee engagement scale: Initial evidence for construct validity and implications for theory and practice. Human Resource Management, 56(6), 953–977. https://doi.org/10.1002/hrm.21811
Shuck, B., Reio, T. G., Jr., & Rocco, T. S. (2011). Employee engagement: An examination of antecedent and outcome variables. Human Resource Development International, 14(4), 427–445. https://doi.org/10.1080/13678868.2011.601587
Siu, O.-L., Lu, J.-F., Brough, P., Lu, C.-Q., Bakker, A. B., Kalliath, T., O’Driscoll, M., Phillips, D. R., Chen, W.-Q., & Lo, D. (2010). Role resources and work–family enrichment: The role of work engagement. Journal of Vocational Behavior, 77(3), 470–480. https://doi.org/10.1016/j.jvb.2010.06.007
Stahl, G. K., & Sully de Luque, M. (2014). Antecedents of responsible leader behavior: A research synthesis, conceptual framework, and agenda for future research. Academy of Management Perspectives, 28(3), 235–254. https://doi.org/10.5465/amp.2013.0126
Swanberg, J. E., McKechnie, S. P., Ojha, M. U., & James, J. B. (2011). Schedule control, supervisor support and work engagement: A winning combination for workers in hourly jobs? Journal of Vocational Behavior, 79(3), 613–624. https://doi.org/10.1016/j.jvb.2011.04.012
Tyler, T. R., & Lind, E. A. (1992). A relational model of authority in groups. Advances in Experimental Social Psychology, 25, 115–191. https://doi.org/10.1016/S0065-2601(08)60283-X
Varma, T. M. (2020). Responsible leadership and reputation management during a crisis: The cases of delta and united airlines. Journal of Business Ethics, 1–17. https://doi.org/10.1007/s10551-020-04554-w
Voegtlin, C. (2011). Development of a scale measuring discursive responsible leadership. Journal of Business Ethics, 98(S1), 57–73. https://doi.org/10.1007/s10551-011-1020-9
Voegtlin, C., Frisch, C., Walther, A., & Schwab, P. (2020). Theoretical development and empirical examination of a three-roles model of responsible leadership. Journal of Business Ethics, 167(3), 411–431. https://doi.org/10.1007/s10551-019-04155-2
Voegtlin, C., Patzer, M., & Scherer, A. (2012). Responsible leadership in global business: A new approach to leadership and its multi-level outcomes. Journal of Business Ethics, 105, 1–16. https://doi.org/10.1007/s10551-011-0952-4
Waldman, D. A., & Galvin, B. M. (2008). Alternative perspectives of responsible leadership. Organizational Dynamics, 37(4), 327–341. https://doi.org/10.1016/j.orgdyn.2008.07.001
Waldman, D. A., & Siegel, D. (2008). Defining the socially responsible leader. The Leadership Quarterly, 19(1), 117–131. https://doi.org/10.1016/j.leaqua.2007.12.008
Walumbwa, F. O., Hartnell, C. A., & Misati, E. (2017). Does ethical leadership enhance group learning behavior? Examining the mediating influence of group ethical conduct, justice climate, and peer justice. Journal of Business Research, 72, 14–23. https://doi.org/10.1016/j.jbusres.2016.11.013
Walumbwa, F. O., Hartnell, C. A., & Oke, A. (2010). Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation. Journal of Applied Psychology, 95(3), 517. https://doi.org/10.1037/a0018867
Walumbwa, F. O., Wu, C., & Orwa, B. (2008). Contingent reward transactional leadership, work attitudes, and organizational citizenship behavior: The role of procedural justice climate perceptions and strength. The Leadership Quarterly, 19(3), 251–265. https://doi.org/10.1016/j.leaqua.2008.03.004
Wang, A. C., & Cheng, B. S. (2010). When does benevolent leadership lead to creativity? The moderating role of creative role identity and job autonomy. Journal of Organizational Behavior, 31(1), 106–121. https://doi.org/10.1002/job.634
Whitman, D. S., Caleo, S., Carpenter, N. C., Horner, M. T., & Bernerth, J. B. (2012). Fairness at the collective level: A meta-analytic examination of the consequences and boundary conditions of organizational justice climate. Journal of Applied Psychology, 97(4), 776. https://doi.org/10.1037/a0028021
Yoon, J., & Thye, S. (2000). Supervisor support in the work place: Legitimacy and positive affectivity. The Journal of Social Psychology, 140(3), 295–316. https://doi.org/10.1080/00224540009600472
Zeng, G., Chen, X., Cheung, H. Y., & Peng, K. (2019). Teachers’ growth mindset and work engagement in the Chinese educational context: Well-being and perseverance of effort as mediators. Frontiers in Psychology, 10, 839. https://doi.org/10.3389/fpsyg.2019.00839
Zhou, J., & Shalley, C. E. (2003). Research on employee creativity: A critical review and directions for future research. Research in Personnel Human Resources Management, 22(03), 165–217. https://doi.org/10.1016/S0742-7301(03)22004-1
Zhu, J., Wei, H., Li, H., & Osburn, H. (2021). The paradoxical effect of responsible leadership on employee cyberloafing: A moderated mediation model. Human Resource Development Quarterly.
Funding
The author received no funding for this research.
Author information
Authors and Affiliations
Corresponding author
Ethics declarations
Conflict of Interest
The author declares that he has no conflict of interest.
Ethical Approval
All procedures performed in studies involving human participants were in accordance with the ethical standards of the institutional and/or national research committee and with the 1964 Helsinki Declaration and its later amendments or comparable ethical standards.
Informed Consent
Informed consent was obtained from all individual participants included in the study.
Additional information
Publisher's Note
Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.
Rights and permissions
About this article
Cite this article
Li, H., So, C., Chen, H. et al. Examining the mechanisms linking responsible leadership and work engagement: the mediating roles of general distributive justice climate and perceived supervisor support. Curr Psychol 42, 15186–15201 (2023). https://doi.org/10.1007/s12144-022-02855-z
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1007/s12144-022-02855-z