伦理行为中英文对照外文翻译文献

伦理行为中英文对照外文翻译文献

伦理行为中英文对照外文翻译文献

(文档含英文原文和中文翻译)

外文翻译之一

Ethical Leadership and Reputation: Combined Indirect

Effects on Organizational Deviance

Abstract

The interest in ethical leadership has grown in the past few years, with an emphasis on the mechanisms through which it affects organizational life. However, research on the boundary conditions that limit and/or enhance its effectiveness is still scarce, especially concerning one of the main misconceptions about ethical leadership, its incompatibility with effectiveness (Brown, Organ Dyn 36:140–155, 2007). Thus, the present study (a) examines the relationship between ethical leadership and organizational deviance via affective commitment to the organization, as a reflection of the quality of the employee–organization relationship and (b) proposes this relationship is conditional on the supervisor’s personal reputation for performance (i.e., the moral standards are coupled with work effectiveness). Using a sample of 224 employees and their respective supervisors from 18 organizations, we confirmed our hypotheses (moderated mediation model). Our findings suggest that ethical leadership is positively related to employees’ affective commitment to the organization, particularly when supervisor’s reputation for performance is high, which in turn is associated with decreased organizational deviance. The theoretical and practical implications of these findings conclude the paper.

Keywords Ethical leadership Reputation for performance EOR Organizational commitment Organizational deviance

Introduction

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The corporate scandals that have come to the general public’s attention in the past years (e.g., Enron and Fannie Mae’s accounting practices, HP and Deutsch Bank’s spying accusations) have again highlighted the importance of the ethical conduct of those in influential positions. Much has been written about the normative or philosophical view of ethical leadership (see Brown and Trevin?o 2006 and Eisenbeiss 2012 for a review), and the ethical dimension is present in the contemporary models of leadership (e.g., idealized influence dimension of transformational leadership— Bass and Avolio 1994). Yet, and while organizations have started to express the importance of having leaders that behave ethically (Stouten et al. 2012), ethical scandals are still commonplace.

Although it has been in the mind of researchers, practitioners, and the general public for a long time, only recently the construct (and corresponding measure) of ethical leadership was developed (Brown et al. 2005). These authors have defined ethical leadership as ‘‘the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making’’ (p. 120). This definition highlights three key characteristics: (a) the leader is a legitimate and credible role model; (b) the leader not only explicitly emphasizes the importance of ethics, but also reinforces ethical behaviors (while disciplines those that do not comply with the standards); and (c) the leader evaluates the ethical implications of his/ her decisions.

Since Brown et al.’s (2005) seminal paper, researchers started to examine how ethical leadership affects employees’ conduct, i.e., the processes through which its influence takes place. Researchers have highlighted multiple mechanisms, including the work environment (poor

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working conditions: Stouten et al. 2010; ethical climate and culture: Neubert et al. 2009; Mayer et al. 2010; Schaubroeck et al. 2012; Shin 2012), job characteristics (workload: Stouten et al. 2010; task significance and autonomy: Piccolo et al. 2010) and employees’ (individually or as a group) trust in leader (Newman et al. 2013) work engagement (Den Hartog and Belschak 2012), well-being (Kalshoven and Boon 2012), voice (Avey et al. 2012; Walumbwa et al. 2012), psychological ownership (Avey et al. 2012), safety (Walumbwa and Schaubroeck 2009), and conscientiousness (Walumbwa et al. 2012).

Despite this growing evidence concerning the mechanisms linking ethical leadership and employee outcomes, authors still highlight the need for further research in this area (e.g., Mayer et al. 2012; Newman et al. 2013). Moreover, the boundary conditions that limit or enhance the effectiveness of ethical leadership have received much less attention and usually emphasize either the role played by the work environment, such as organizational politics (Kacmar et al. 2011) and human resource management practices (Kalshoven and Boon 2012) or by employees’ characteristics, such as self-esteem (Avey et al. 2011) or gender (Kacmar et al. 2011). Further research on the boundary conditions of ethical leadership is particularly relevant as it may help explain under what conditions ethical leadership becomes more valuable for organizations and influential for employee behavior.

Thus, the present study aims to contribute to the discussion concerning the process of ethical leadership, namely how and under what circumstances it influences employee behavior. First, we extend our knowledge of the process of ethical leadership by examining the role of social exchanges. Social exchange theory (Blau 1964) has been a predominant framework in organizational behavior (Cropanzano and Mitchell 2005), and particularly in the study of leadership (Dirks and

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Ferrin 2002; Tse et al. 2013). Nonetheless, and while it has been discussed (theoretically) as a key dimension in the relationship between ethical leaders and their subordinates (Brown and Trevin?o 2006), the social exchange mechanisms through which ethical leaders influence follower behaviors are yet to be examined empirically (ibidem).

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伦理型领导和声望：结合对组织越轨行为的间接影响

作者：Pedro Neves 和Joana Story 国籍：葡萄牙

出处：商业伦理期刊（2015）

中文译文： 摘要

在过去的几年中，伦理型领导已经引发了人们的兴趣，与此同时受到重视的是伦理型领导的某种机制构成，这种机制使得伦理型领导对组织生存产生影响。然而，关于限制和/或加强伦理型领导效力的边界条件的研究，仍是较为罕见的，特别是因为人们对伦理型领导主要的某种错误解读，导致此类研究不具有有效性和一致性（Brown， Organ Dyn 36:140–155，2007）。因此，本次调查（1）通过反映员工与组织之间关系的质量，即员工的组织情感承诺，考察伦理型领导和组织越轨行为之间的关系；（2）提出这种关系质量的高低是以领导个人行为赢得的声望为条件的这一发现（例如：伦理标准与工作绩效挂钩）。通过收集分析一组包含了来自于18个组织的224名员工以及他们领导的样本数据，我们证实了我们的假设（即有调节的中介模型）。研究结果表明，伦理型领导与员工的组织情感承诺呈正相关关系，尤其是在领导的个人行为声望高的情况下。这种关系的增强进而与降低组织越轨行为有关联。文章结尾指出这些发现在理论和实践上的意义。

关键词

伦理型领导 行为声望 员工—组织关系 组织承诺 组织越轨行为 引言

过去的几年里，公司丑闻唤起广大公民关注的现象（例如：安然公司和房利美协会的会计操作丑闻，惠普公司和德意志银行的间谍指控）再次强调了伦理行为对于身居要职的领导们来说至关重要。关于伦理型领导的规范或哲学观点已有许多论述（回顾Brown和 Trevin?o，2006和Eisenbeiss，2012），在当代领导模型中也已存在伦理维度（例如：转换型领导的理想化影响维度——Bass and

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Avolio，1994）。然而，虽然组织机构已经开始表明使用行为合乎伦理要求的领导的重要性（Stouten等人，2012），伦理丑闻依然十分常见。

尽管研究学者，从业人员，和广大民众早已认识到伦理型领导这一概念，但是伦理型领导模型的构建（和相应的实践方法）只有在近期才刚得到发展。（Brown等人，2005）这些作者们将伦理型领导定义为“通过个人行动和人际关系展现的规范合理的操作行为，以及经过领导员工双向交流，强化作用和决策制定，最终实现的对追随者行为的促进”（第120页）。该定义强调了三个关键特征：（1）领导须是一个正规可靠的角色模型；（2）领导不仅需要重视伦理的重要性，还需要增强自身的伦理行为（当他们的行事准则与伦理标准相悖时）；（3）领导要评估他或她的决策产生的伦理影响。

从Brown等人2005年发表的研讨文章起，研究学者们开始探究伦理型领导究竟是怎样对员工行为产生影响这一论题，例如：伦理型领导通过何种程序产生影响。他们重点强调了多重复杂的影响机制结构，这个机制包括工作环境（恶劣的工作环境：Stouten等人，2010；伦理风向和文化：Neubert等人，2009；Mayer等人，2010；Schaubroeck等人，2012；Shin，2012），岗位特征（工作量：Stouten等人，2010；task significance and autonomy: Piccolo等人，2010） 和员工（个人或集体）对领导工作投入(Den Hartog和Belschak ，2012)的信任感（Newman等人，2013），福利（Kalshoven and Boon，2012），发言权（Avey 等人，2012; Walumbwa et al. 2012），心里所有权（Avey等人，2012），安全感（Walumbwa和Schaubroeck 2009），责任心（Walumbwa等人，2012）等维度。

尽管有越来越多连接伦理型领导领导与员工绩效的机制出现，作者们仍然强调该领域需要更多的调查研究（例如：Mayer等人，2012；Newman等人，2013）。况且，相对前文的机制而言，限制和/或加强伦理型领导效力的边界条件受到了更少的关注，这种边界条件重视工作环境下的角色扮演，工作环境包括组织策略（(Kacmar等人，2011)、人力资源管理实践（Kalshoven and Boon，2012）或员工特性，比如自尊（Avey等人，2011）或性别特征（Kacmar等人，2011）。伦理型领导边界条件的进一步研究尤为重要，因为它可以帮助说明在何种情况下，伦理型领导对于组织而言更有价值，对员工行为能有更广而深的影响。

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因此，本次研究致力于为有关伦理型领导过程的讨论做贡献，这种讨论亦即探讨伦理型领导是怎样以及在何种情况下影响员工行为的。首先，我们通过考察社会交换的角色，扩充我们伦理型领导过程的知识存储。社会交换理论(Blau,1964)已经成为组织行为(Cropanzano and Mitchell,2005)的有力框架,尤其在研究领导人员的情境下。尽管如此，当社会交换理论作为一个存在于领导和下属关系中的关键维度被（从理论上）提及时（Brown and Trevin?o，2006），伦理型领导影响追随者行为借助的社会交换机制尚有待于实证检验（同上）。

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外文翻译之二

Factors Impacting Ethical Behavior in a Chinese

State-Owned Steel Company

作者：Weihui Fu ? Satish P. Deshpande 国籍：美国

出处： Journal of Business Ethics

原文正文： Results

Table 1 shows mean, standard deviation, and range of all the variables considered in our study. An average respondent was a 33-year old with 8 years of experience. 74% of the respondents were workers. Over 9 out of 10 respondents were men. While rules and professional were the most reported ethical climates, independence was the least reported ethical climate.

Pearson’s zero-order correlations for all variables are presented in Table 2. The reliabilities (coefficient as) of ethical behavior of self, ethical behavior of co-workers, ethical behavior of successful managers, and overclaiming are shown on the diagonal in parentheses. Ethical behavior of co-workers, ethical behavior of successful managers, caring climate, job experience, and overclaiming are significantly correlated with ethical behavior of self. None of the other climate types significantly impacted ethical behavior of self. It is inappropriate to draw major conclusions based on correlations as they only show the association between two variables but so not tell us which variables has

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the most important impact on dependent variable. For this, we have to do regression analysis.

Table 3 shows the ordinary least square regression analysis results. They provide us stronger evidence on the significance of the existing relationships. Standardized regression coefficients showed that ethical behavior of co-workers, ethical behavior of successful managers, rules climate and overclaiming significantly impacted selfreported ethical behavior of employees.

Discussion and Conclusions

Chinese trade and investment policies in the last three decades have enabled it to become the world’s largest exporter and the destination of choice for global investment. This has enabled China not only become an economic superpower, but also lift millions of its citizens into the middle class. As western businesses interact with China, it is important they have a good understanding Confucian value systems and its impact on business practices. Jackson (2001) in a 10-nation study of cultural values classified his Chinese sample as high uncertainty avoidance. In countries with high uncertainty avoidance, the society looks for rules and regulations to avoid ambiguity. Thus, decision making in these cultures are based on adherence to rules. Thus, it is not surprising that rules were the most prevalent climate in our Chinese sample. A dominant rules climate implies that decision making is typically centralized in the firm and ensures control of decision making by top management. It is important to note that such a climate type is typically found in manufacturing plants. Manufacturing plants typically focus on productivity and efficiency. Detailed rules, regulation, and procedures ensure no deviates from established standards. The second most reported climate type was professional climate. Both rules and professional climate types use principle based ethical criterion. However, while the source of ethical

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