Ethical leadership and unethical pro-organizational behavior: A moderated mediation model of affective commitment and authenticity at work

Recently, unethical conduct in the workplace has been a focus of literature and media. Unethical pro-organizational behavior (UPB) refers to unethical conduct that employees engage in to benefit the organization. Given the complexity of UPB, there is an increasing need to understand how and under what conditions this attitude originates within organizations. Based on a sample of 167 employees and seven organizations, results support the moderated mediation model. An ethical leader increases employees’ organizational affective commitment which increases the likelihood to engage in UPB. However, the indirect relationship diminishes when employees feel authentic at work.

Perception of organizational politics and the effect of authenticity and affective commitment on deviance and task performance in contact centers

This study aimed to understand employees’ reactions to organizational politics in Contact Centers. Drawing from a sample of 187 supervisor-employee dyads, we studied the relationship between employees’ perceptions of organizational politics and supervisor-rated task performance and deviance, and mediation effects by authenticity at work and affective commitment. Results indicate that workers tend to react to workplace politics with deviant behavior and worse task performance. We found that the relationship between perceived politics and task performance was mediated by authenticity. The relationship between perceived politics and supervisor-rated deviance was mediated by affective commitment to the organization. Implications for management are discussed.

O fenómeno da morte: leituras em torno de Heidegger

Esta dissertação propõe um estudo do significado da morte enquanto condição da existência humana, acompanhando, para este fim, a análise do fenómeno desenvolvida por Martin Heidegger em Ser e Tempo. Para tal, faz-se uma exposição das principais estruturas existenciais que constituem o ser do Dasein, entre elas o serno- mundo e a estrutura tripartida do cuidado. Mediante a constatação da essencial incompletude da investigação até então desenvolvida, propõe-se uma análise do fenómeno da morte enquanto chave para a consideração teórica do Dasein como um todo, bem como para o acesso ao conceito de autenticidade. Neste sentido, examinamse as instâncias de compreensão pré-ontológica do fenómeno da morte por parte do Dasein e analisa-se a disposição da ansiedade. Conclui-se que a ansiedade dá a ver ao Dasein a possibilidade de conduzir uma existência autêntica, que consiste na apropriação do seu ser através da antecipação da morte, mediante a qual lhe são reveladas quais as suas possibilidades mais próprias. Explicita-se de que modo uma concepção de temporalidade originária tem a sua origem na antecipação da morte, sublinhando o facto de esta temporalidade estar implícita nos elementos que constituem a estrutura do cuidado. Por último, atenta-se sobre os comentários tecidos por Emmanuel Levinas a propósito do pensamento de Heidegger, dando especial atenção à sua crítica da primazia da morte própria face à morte de outrem no seio da analítica existencial. Em contraste com esta concepção, apresenta-se a proposta ética de Levinas, pondo em evidência a análise distinta do fenómeno da morte que a ela subjaz.

How servant leadership is perceiver by leaders and followers in a Portuguese organizational context

Servant leadership theory has been the subject of great academic discussion, namely in what concerns reaching a consensus for its definition. As many frameworks have been designed in order to define the servant leader’s characteristics, we based ourselves in van Dierendonck’s review and synthesis on servant leadership (2011) to assess how it is perceived in a Portuguese organizational context. After performing several interviews in a private health care organization, we conclude that the perception of servant leadership is generally positive and that its characteristics seem to be in line with academic literature. However, some issues arose such as a seemingly lack of relevance given to authenticity and humility, the latter being a unique attribute of servant leadership. Also, we found a discrepancy between hierarchical levels’ perception of servant leadership characteristics as well as questioning if an over emphasis on service can diminish the servant leader’s impact on organizational performance.