Using employee satisfaction as a mediating variable, this study looks at how ethical leadership and an ethical Environment (workplace) culture affect organizational performance in Pakistani SMEs both directly and indirectly. It discusses the little-known contribution of moral and human-centered elements to improving the performance of SMEs in a rising South Asian economy. Data were gathered from 297 SME employees in Lahore and Faisalabad using structured questionnaires and a quantitative correlational approach. Organizational performance, employee satisfaction (happiness), ethical leadership, and ethical climate were all measured using validated scales. SPSS and Partial Least Squares Structural Equation Modeling (PLS-SEM) were used to investigate the associations and mediation effects. Ethical leadership and an ethical workplace culture have a major and beneficial impact on employee satisfaction (happiness), which is a powerful predictor of organizational performance. The relationship between ethical leadership and ethical climate and organizational performance is totally mediated by employee satisfaction, according to mediation analysis. In order to improve employee satisfaction and performance, the results emphasize the strategic importance of developing ethical leadership and a strong ethical climate in SMEs. To attain sustainable competitiveness, SME leaders and legislators should place a high priority on ethicsbased leadership development, equitable workplace regulations, and satisfaction-boosting initiatives. With empirical validation within the structural and cultural realities of Pakistani SMEs, this study combines ethical climate, ethical leadership, and employee satisfaction into a unified prediction paradigm for organizational performance. Social Exchange Theory and Organizational Support Theory are extended to a resource-constrained, non-Western setting.

Background: Knowledge-intensive organizations increasingly recognize Knowledge Management (KM) as a strategic driver of innovation, yet the pathways through which KM influences Innovative Work Behaviour (IWB) and ultimately Organizational Innovativeness (OI) remain fragmented across empirical literature. Recent evidence suggests that both tacit and explicit knowledge processes, when supported by leadership and collaborative cultures, contribute significantly to workplace creativity and innovation. A structured synthesis of contemporary research is therefore essential to clarify these relationships and provide direction for future organizational strategies. Objective: To systematically review recent high-impact studies examining the relationship between KM, IWB, and OI, and to identify the behavioural and organizational mechanisms through which knowledge processes contribute to innovation. Methods: A systematic literature review was conducted following the PRISMA 2020 protocol. Searches were performed across Google Scholar, Scopus, Web of Science, and ScienceDirect covering the period 2020–2024. A total of 514 records were identified, of which 184 duplicates were removed. After screening 307 titles and abstracts, 38 full-text articles were reviewed for eligibility. Fifteen peer-reviewed empirical and conceptual studies met the inclusion criteria. Data were extracted on study design, constructs, scales, analysis techniques, and key findings. Both qualitative and quantitative evidence were synthesized narratively to identify convergent themes across KM, IWB, and OI. Findings: Across the fifteen studies, 100% reported a positive association between KM and IWB, while 93% demonstrated that IWB significantly contributed to OI. Approximately 80% highlighted tacit knowledge sharing as a primary behavioural driver of innovation. Leadership behaviours, ethical climate, functional flexibility, and emotional intelligence appeared as recurrent moderators or mediators in more than half of the studies. KM infrastructure capabilities showed direct effects on innovation in 87% of the sampled research. Conclusion: The review confirms that KM practices—particularly knowledge sharing, learning-oriented cultures, and supportive leadership—substantially enhance IWB and subsequently strengthen organizational innovativeness. These findings emphasize that investing in KM infrastructure and employee development is crucial for sustaining innovation in knowledge-based sectors.

BackgroundWith the widespread adoption of artificial intelligence (AI) in healthcare and nursing, nurses' subjective perception of AI has become a key indicator of their professional adaptability. However, the underlying mechanisms shaping this perception remain insufficiently understood. This study adopts a dual-perspective approach, integrating organizational management and individual psychology, to investigate the synergistic role of ethical leadership and moral sensitivity in facilitating nurses' technological adaptation. The findings provide new insights into the development of a supportive and ethically grounded nursing work environment in the digital era.ObjectiveTo examine how ethical leadership influences nurses' AI perception over time and the mediating role of moral sensitivity.MethodsData were collected in three waves from 584 nurses across six tertiary hospitals in China. Cross-lagged panel modeling and structural equation modeling were used to analyze the temporal predictive pathways and mediating mechanisms among the key variables.ResultsEthical leadership measured at Time 1 (T1) significantly and positively predicted AI perception at Time 2 (T2; β = 0.25, p < .001) and Time 3 (T3; β = 0.26, p < .001) and also significantly enhanced nurses' moral sensitivity (T2: β = 0.36, p < .001; T3: β = 0.18, p < .001). Further mediation analysis revealed that moral sensitivity at T2 partially mediated the effect of ethical leadership on AI perception at T3, accounting for 18.50% of the total effect. These results highlight a synergistic mechanism between the organizational ethical climate and individual moral resources in the process of adapting to AI technologies.ConclusionsEthical leadership and moral sensitivity jointly promote nurses' understanding and acceptance of AI systems, thereby strengthening their psychological adaptability and professional integration during technological transitions. These factors serve as essential supports for fostering a healthy nursing work environment.

Workplace trust and moral resilience in nurses: The parallel mediating roles of moral courage, ethical climate and social support

This article examines the principle of fairness in managerial decision-making, focusing on balancing organizational diplomacy and strategic negotiation. The aim of the research is to identify how fairness influences managerial decisions and to analyze its relationship with diplomatic and negotiating practices in contemporary organizations. Through a solid theoretical foundation, the paper explores relevant conceptual models, discussing correlations between fairness, participatory leadership, and ethical governance. Methodologically, the research employs a mixed-method design, combining qualitative and quantitative approaches to capture the complexity of organizational and decision-making interactions. Data were collected from various organizations, analyzing the perceptions of managers and employees regarding decisional fairness and the diplomatic or negotiating mechanisms involved. The results indicate that fairness plays an essential role in the perceived legitimacy of decisions and organizational climate stability, emphasizing the importance of participatory leadership. The study reveals that organizational diplomacy combined with transparent and fair strategic negotiation significantly contributes to improving organizational performance and fostering an ethical climate. In conclusion, the study provides practical managerial recommendations and suggests directions for organizational policies and future research, thereby contributing to academic literature by coherently integrating fairness, diplomacy, and negotiation within the modern managerial context.

Purpose This study explores how national culture (NC) shapes the adoption and effectiveness of quality management practices (QMPs) in Egypt’s hotel industry. It further investigates the moderating roles of ethical climate and relational identification, responding to a research gap in hospitality quality management in culturally diverse, non-Western settings. Design/methodology/approach Data were collected via a structured survey administered to 478 non-Egyptian employees in four- and five-star hotels across six major Egyptian destinations. Partial least squares structural equation modelling (PLS-SEM) was used to test hypothesised relationships among national culture, QMPs, ethical climate, relational identification and performance excellence. Findings Five national cultural dimensions, power distance, collectivism, masculinity, uncertainty avoidance and long-term orientation, significantly and positively influenced QMP adoption. Restraint showed no significant impact. Ethical climate moderated the relationship between NC and QMPs, while relational identification moderated the effect of QMPs on performance. QMPs also partially mediated the link between NC and hotel performance excellence. Practical implications For hospitality managers, the findings underscore the importance of aligning quality strategies with local cultural values and organisational dynamics. Emphasising ethical leadership and fostering strong relational bonds between staff and supervisors can improve quality adoption and drive hotel performance. Multinational hotel chains should tailor QMPs to culturally specific expectations to enhance operational effectiveness and guest satisfaction. Originality/value This study provides novel insights into how national culture influences QMP effectiveness in a single-country, developing economy context. By integrating ethical climate and relational identification into the model, the study extends current frameworks on quality and performance in hospitality organisations.

This research is researching the connection between Ethical Leadership (EL) and Ethical Climate (EC) and the impact of Dark triad (DT) traits on this variable, i.e. narcissism, Machiavellianism, and psychopathy. The research intends to generalize the empirical results and state the contradictions that occur once leaders demonstrate both moral and evil character traits. Systematic Literature Review (SLR) was done according to PRISMA 2020 principles. In searches of Scopus, Web of Science, PsycINFO, and PubMed, 2,137 records were found. When duplicate removal and screening was done, 820 full-texts were evaluated and 196 of them satisfied the inclusion criteria. Bibliographic information, research designs, tools, and results were extracted using data and thematic synthesis was used to recognize recurrent patterns. There was high inter-rater reliability (Cohen Kappa = 0.82), which identifies methodological rigor. Synthesis, the ethical leadership generates ethical climates by setting an example of trust, fairness and accountability. Nevertheless, the relationship is always undermined by DT traits. Narcissists have charisma, but act in personal interest, Machiavellian act so as to manipulate the codes of ethics, and psychopathic foster climates of fear and mistrust. The review singles out the Dark Triad Paradox: leaders at the same time proclaim moral principles, like corporate social responsibility, and also practice manipulation or exploitation and create atmospheres that look strong on the outside, but are weak on the inside. To maintain ethical climates, ethical leadership is needed but not enough. The genuineness and consistency of leaders are vital because the DT traits pervert the ethical cues. The paper develops Social Learning, Upper Echelon, Social Exchange and Paradox Theories and provides both theoretical, empirical and practical contribution. To identify dark tendencies early, organizations and policymakers should have systems in place and scholars need to increase their research on cross-cultural, longitudinal and intervention-based designs.

Introduction The abuse of psychiatric inpatients in psychiatric hospitals is a global concern. Although the prevalence may be underestimated due to underreporting rates of physical abuse and restraint have been reported at 6% and 40%, respectively. However, data on this issue are scarce, where the picture is further complicated by the difficulty in defining “abuse” within a context where certain coercive measures are legally permitted. This study aimed to investigate the prevalence of such abuse and its psychological and workplace-related correlates. Methods We conducted a cross-sectional survey of 203 nursing staff working in eight psychiatric hospitals located in both rural and urban areas of Japan. A self-administered, web-based questionnaire battery assessed demographic characteristics, workplace violence, inappropriate and abusive behaviors, moral sensitivity, ethical climate, attitudes toward recovery, job stressors, and moral distress. Results The prevalence of respondents who reported experiencing at least one of the 32 abusive behaviors of interest was 87.1%, with ignoring or rejecting patients being the most common form. Logistic regression analysis revealed that experience of workplace violence and more recovery-oriented attitudes were significantly associated with higher odds of engaging in abusive behaviors (adjusted odds ratios: 3.37 and 1.17, respectively), whereas greater moral sensitivity and longer clinical experience were inversely associated (adjusted odds ratios: 0.92 and 0.95, respectively). Discussion These findings indicate a relatively high prevalence of nurse-to-patient abuse in Japanese psychiatric hospitals and highlight the complex interplay of individual and workplace factors in such behaviors. This evidence may serve as a foundation for the development of targeted interventions aimed at preventing abuse in psychiatric care settings.

With the ethical perceptive of resources conservation, this paper explores two paths through which team artificial intelligence (AI) awareness influences team self-interested unethical behavior. Using data collected from 332 teams comprising 1828 employees, we found that team AI awareness positively affects team self-interested unethical behavior through two paths. The challenging path involves team competitive psychological climate and team ethical self-interest climate, while the hindering path involves team job insecurity and team moral disengagement. The indirect effects of team AI awareness on team self-interested unethical behavior were strengthened when the level of innovativeness as a job requirement was high, as opposed to low. The conclusion provides implications to optimize the cognitive paths between AI application and team management, and addresses ethical dilemmas faced by teams.

Despite the exploration of the impact of individual and external situational factors on Unethical Pro-Organizational Behaviors(UPB) and its boundaries to some extent, existing research has not sufficiently delved into the complementary relationships and the interactive effects among multiple factors, making it challenging to fully elucidate the complexity of UPB outcomes. Drawing upon prior research on UPB, this study employed the fuzzy set qualitative comparative analysis (fsQCA) method, integrating configuration theory and individual-context interaction theory, to gather a total of 550 datasets from seven Chinese food enterprises and a professional research platform (Credamo). The findings revealed that no single factor was essential for UPB; instead, the five factors encompassing individual psychological and external situational aspects coexist in multiple configurations, resulting in three distinct driving mechanisms. Furthermore, there exists a causal asymmetry within the driving mechanisms of UPB. Based on these insights, it is imperative to adopt a differentiated management approach from a holistic perspective, considering the specific context, fostering an ethical and supportive organizational climate, being vigilant about the potential adverse impacts of transformational leadership, and guiding employees with a high inclination toward Machiavellianism.

Purpose The study aims to shed light on the dynamics of ethical climate formation at workplace through interactionist perspective. The authors investigate how knowledge-sharing behaviors influence ethical climates and how these effects change as individuals move from stage to stage of their career paths. Design/methodology/approach The authors used a quantitative survey design and used stratified random sampling to collect data from 263 auditors working at various audit firms in Vietnam. Findings The authors found that knowledge-sharing fosters benevolent and principled ethical climates. Moreover, in the later career stages, the influence of knowledge-sharing on these climates intensifies. Practical implications The findings offer insights for auditing firms and regulators in designing knowledge-sharing and ethics training programs tailored to career stages. Originality/value By integrating temporal career progression and social dynamics, this study advances interactionist theory and addresses a gap in understanding the micro-foundations of ethical climate formation.

Purpose Achieving success as a financial institution under Islamic business ethics (IBE) is becoming a substantial challenge for organizations in developing countries. This study aims to examine the relationship between IBE and employee relations climate (ERC), life satisfaction (LSN), competitive strategy (CSY) and financial performance (FPE) in Islamic financial institutions in Egypt. Design/methodology/approach The ethical climate theory underpins the framework of this study. This study’s mode is deductive, and it uses cross-sectional data collected from the middle and top managers of Egyptian financial institutions using an online survey questionnaire. This study uses a sample size of 343. Findings The path analysis reveals a positive association between IBE and ERC, FPE, LSN and CSY. ERC is found to be a positive predictor of FPE and LSN. CSY is positively associated with FPE but negatively with LSN. Finally, ERC mediates the association between IBE and FPE, and CSY mediates the link between IBE and LSN. Practical implications This study provides strategies for managers to promote an ethical organizational culture based on ethics such as trust, honesty and justice to bring success to organizations and well-being among employees. Ultimately, this study’s findings contribute to the literature by providing empirical evidence from financial institutions in a developing context. Originality/value This study bridges the gap between Western-centric ethical models and those of Arab developing countries, thereby contributing to its contextual relevance. It offers an integrated framework that connects IBE, ERC, CSY, LSN and FPE, specifically in the financial sector in a developing context.

To report the current state of nurses' engagement in professional and organisational citizenship behaviours worldwide and identify the factors that enable or hinder these discretionary, value-adding actions. Integrative literature review. Peer-reviewed empirical studies, theoretical works and editorials published in English between January 2015 and April 2025 were eligible. Reports had to examine nurses' engagement in professional citizenship behaviours or organisational citizenship behaviours. Conference abstracts, dissertations and studies centred on non-nursing workforces were excluded. Quality was appraised with the mixed methods appraisal tool; data were synthesised narratively using constant-comparison techniques. CINAHL Complete and MEDLINE were searched on 30 April 2025. Nineteen articles met the inclusion criteria: seventeen empirical studies (sixteen cross-sectional surveys; one randomised controlled trial) and two editorials. Research emerged across eight countries, including Asia, the Middle East, Europe and North America. For organisational citizenship, six inter-locking themes emerged: (1) psychological resources and personality, (2) attitudinal and affective mediators, (3) leadership effects, (4) ethical, fair and supportive climate, (5) outcomes (patient safety, job satisfaction, retention) of organisational citizenship and (6) sparse intervention evidence (one neurolinguistic programming RCT). No empirical studies directly measured professional citizenship; evidence is limited to two conceptual papers calling for civic, policy and professional association engagement. Thus, the main theme was (7) professional citizenship as a nascent (i.e., emerging) field. Overall, citizenship flourished when nurses felt psychologically resourced, fairly treated and supported by transformational or ethical leaders. Burnout, incivility and destructive leadership suppressed organisational citizenship behaviours. Nurses' organisational citizenship behaviours yield important benefits for patients, staff and healthcare organisations, including improved safety, satisfaction and retention. In contrast, professional citizenship behaviours remain largely conceptual, highlighting the need for foundational research to define and operationalise this construct. Advancing both organisational and professional citizenship should be a strategic priority for health systems worldwide to sustain the nursing workforce and strengthen care quality. Embedding citizenship behaviours in education, leadership development and policy can strengthen workforce retention, enhance patient-safety culture and drive professional advocacy. Priority actions include routine assessment of organisational citizenship behaviours, leadership coaching and instrument development, plus intervention trials targeting professional citizenship behaviours.

Occupational burnout is common among intensive-care-unit (ICU) staff and adversely affects staff well-being and patient care. We hypothesized that a multicomponent intervention based on organizational support and workplace climate improvement would reduce burnout. The 1:1 cluster-randomized Hello trial involved 370 ICUs from sixty countries allocated to either the intervention or usual care. The four-week intervention designed to promote a positive workplace culture and within-team support used posters, email nudges, greetings during morning meetings, role modeling, and positive messages in boxes and on noticeboards. The primary endpoint was burnout prevalence, measured using the Maslach Burnout Inventory. Secondary outcomes included MBI subscale scores, well-being, job satisfaction, ethical climate, intention to leave, work safety, and professional conflicts. Before the intervention, burnout prevalence was 59.4% (95% CI, 58.6-60.5), with no difference between arms. After the intervention, 4966 intervention-arm and 4602 control-arm healthcare professionals completed the MBI. Burnout prevalence was significantly lower in the intervention arm relative to controls (52.2% vs. 63.3%; adjusted odds ratio, 0.56; 95%CI 0.46-0.68; P < 0.001). Among MBI sub-scales scores, emotional exhaustion and depersonalization were lower, and personal accomplishment was higher in the intervention arm. Staff in the intervention arm reported better job satisfaction, workplace safety, ethical climate, and patient- and family-centered care; they were less often considering a job change. The Hello intervention reduced burnout and improved workplace culture among ICU staff. Given the pragmatic design, the intervention tested may have broad applicability. The trial was registered on ClinicalTrials.gov on June 18, 2024 (NCT06453616).

Moral distress (MD) is defined as the emotional suffering experienced when a healthcare professional identifies the ethically correct action but is hindered by institutional or professional constraints. This systematic review aims to investigate the primary causes, consequences, and potential improvements of interventions for MD, with a focus on palliative care and the physician-nurse professional dynamic. A comprehensive literature search was conducted across major databases (PubMed, Embase, and CINAHL), including quantitative, qualitative, and mixed-methods studies. The selection process, documented using the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) statement, resulted in 12 relevant articles. MD is prevalent among nurses, with rates reaching 79% in some studies. The intensive care unit (ICU) is the most frequently associated clinical setting. The study population consisted of 1,223 nurses and 257 physicians. Contributing factors include advanced age, extensive work experience, and postgraduate degrees. Ineffective physician-nurse collaboration, characterized by limited nurse influence in clinical decisions and forced implementation of aggressive/futile treatments, is a significant factor, often due to poor communication. MD correlates with administrative policies that undervalue staff and limit the utilization of palliative care services. Consequences include anger, depression, frustration, and burnout, leading to professional abandonment. Patients experience suffering, prolonged death, and treatment delays, while families face emotional distress, financial burdens, and guilt. MD is a common emotional experience among nurses, particularly in ICUs, with severe professional and patient repercussions. Physician-nurse collaboration is pivotal in the development of MDs, influenced by differing opinions, goals, and responsibilities. Targeted training can prevent MD and foster a favorable ethical climate. Administrative recognition of emotional and professional burdens is crucial for effective management of MDs.

Generation Z values inclusive and supportive workplaces but often exhibits high turnover intention. This study examines how transformational and servant leadership influence turnover intention among Gen Z employees in Indonesia, with caring and self-interest ethical climates as mediators. A cross-sectional survey of 314 Gen Z employees was analyzed using structural equation modeling (SEM). Results show that caring ethical climate did not significantly relate to turnover intention or mediate the leadership–turnover link. In contrast, self-interest ethical climate showed a strong positive relationship with turnover intention and served as a significant mediator. These findings indicate that servant leadership is more effective than transformational leadership in reducing Gen Z turnover intention by diminishing self-interest ethical climate, while caring ethical climate may have limited relevance across generations.

ABSTRACT Implications and Objectives: This study investigates the role of future fear of violence in mediating the relationship between organizational ethical climate and job performance among nurses, as well as the impact of perceived and actual violence. Background: Growing concern about workplace violence in healthcare reveals a link between ethical climate and nursing outcomes. Understanding how ethical climate affects violence-related perceptions is especially important in developing countries. Methods: Data from 411 nurses were collected using a survey design, with the Organizational Ethics Climate, Future Fear of Violence, and Job Performance Scales. Structural equation modeling were used in the analysis. Results: Both contextual and task performance were positively influenced by ethical climate, with contextual performance having a stronger effect. Future fear of violence was linked to improved performance, indicating a motivational aspect of fear, whereas actual violence had a negative impact on both dimensions. The ethical climate was positively correlated with future fear of violence. Discussion and Conclusions: The findings suggest a complex relationship between ethical climate, fear of future violence, and job performance. The ethical climate improves performance while also increasing fear, possibly reflecting cultural dynamics in Turkiye. Implications for nursing policy: Policies should strengthen ethical climates and address workplace violence using culturally sensitive safety strategies.

The cost of pressure: Unpacking the drivers of expedient behavior through the lens of ego depletion theory and ethical work climate

This review examines the critical role of Institutional Review Boards (IRBs) in facilitating ethical climate change and health research in Bangladesh, a nation highly vulnerable to climate-sensitive diseases. The inadequacy of reliable health impact data, coupled with disparities in public perception of climate change risks influenced by socioeconomic factors, underscores the urgency for ethically sound research. This study systematically reviewed peer-reviewed journals, conference papers, institutional reports, and policy documents published within the last decade, focusing on ethical challenges in climate studies and the function of IRBs. Thematic analysis revealed key areas: the paramount importance of research ethics (including informed consent and privacy), the multifaceted impacts of climate change and adaptation strategies, the complexities and challenges faced by IRBs (especially in developing countries), the critical consideration of vulnerability in research participants, the issue of corruption in adaptation efforts, and the necessity of effective stakeholder engagement. The findings emphasize the interconnectedness of ethical principles, climate change challenges, and institutional responsibilities, advocating for interdisciplinary approaches. The review concludes by highlighting the need to strengthen the capacity of Ethical Review Committees, promote stakeholder engagement, integrate ethics into climate change policies, prioritize addressing vulnerability, and enhance institutional integrity to ensure equitable and sustainable solutions in Bangladesh.

Ethical leadership and ethical climate are generally considered protective factors against burnout, while affective commitment has traditionally been understood as a personal resource that enhances employee well-being. However, recent evidence suggests that, under specific contextual conditions, these variables may also operate as demands that intensify emotional strain. This study examines how telework intensity moderates the relationships between ethical leadership, affective commitment, principle-based ethical climate, and burnout. Data were drawn from a doctoral study conducted in the Colombian electricity sector. Moderation analyses were performed to assess whether the number of telework days per week altered the strength and direction of associations between organizational variables and the dimensions of burnout. Telework intensity did not moderate the relationship between ethical leadership and affective commitment, but it strengthened the positive association between affective commitment and emotional exhaustion. Moreover, it reversed the role of a principle-based ethical climate: from being positively associated with emotional exhaustion and depersonalization to acting as a protective factor under medium to high telework intensity. The findings challenge conventional assumptions about affective commitment and ethical climate, highlighting the ambivalent role of telework. They underscore the need for more nuanced theoretical frameworks and management practices that are sensitive to emerging psychosocial risks in virtual work environments.