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dc.contributor.authorZafar, Asma
dc.date.accessioned2013-05-14T20:04:30Z
dc.date.available2013-05-14T20:04:30Z
dc.date.issued2013-05-14
dc.identifier.urihttp://hdl.handle.net/10464/4374
dc.description.abstractThis study investigates the mediating impact of psychological capital and follower-leader relational capital on the relationship between ethical leadership and in-role performance through the lenses of social exchange theory, social information processing theory, and psychological resources theory. Analysis of data collected from a sample of 171 employees and 24 supervisors from Pakistan reveals that ethical leadership has a positive effect on followers’ in-role job performance, yet this effect is fully explained through the role of psychological capital and partially through follower-leader relational capital. Significant implications of these findings for further research and practice are discussed.en_US
dc.language.isoengen_US
dc.publisherBrock Universityen_US
dc.subjectEthical Leadershipen_US
dc.subjectIn-Role Performanceen_US
dc.subjectMediationen_US
dc.subjectHierarchical Linear Modelingen_US
dc.subjectPsychological Capitalen_US
dc.subjectFollower-Leader Relational Capitalen_US
dc.titleLinking Ethical Leadership and Employees’ In-Role Performance: Exploring the Mediating Roles of Psychological Capital and Follower-Leader Relational Capitalen_US
dc.typeElectronic Thesis or Dissertationen_US
dc.degree.nameM.Sc. Managementen_US
dc.degree.levelMastersen_US
dc.contributor.departmentFaculty of Business Programsen_US
dc.degree.disciplineFaculty of Businessen_US
dc.embargo.termsNoneen_US


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