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Ethical leadership and employee well-being: The moderating effect of interaction with the manager

datacite.subject.fosCiências Sociais::Psicologia
datacite.subject.sdg03:Saúde de Qualidade
dc.contributor.authorPalma-Moreira, Ana
dc.date.accessioned2026-07-22T15:30:35Z
dc.date.available2026-07-22T15:30:35Z
dc.date.issued2024-10-15
dc.description.abstractThe main objective of this research was to study the impact of ethical leadership on employee well-being and whether this relationship is moderated by interaction with the manager. The study sample consisted of 131 participants working in Portuguese organizations. The hypotheses were tested using SPSS and Macro Process. The results indicate that ethical leadership is positively and significantly associated with well-being and that interaction with the manager moderates this relationship. For participants with a high level of interaction with their manager, when compared to participants with a low level of interaction with their manager, ethical leadership is relevant to boosting their well-being. Interaction with the manager plays a crucial moderating role and can strengthen or weaken the relationship between ethical leadership and employee well-being. Therefore, for ethical leadership to reach its full potential, it is essential to ensure that interactions between leaders and employees are high quality and frequent.eng
dc.identifier.citationPalma-Moreira, A. (2024). Ethical leadership and employee well-being: The moderating effect of interaction with the manager. Scholarly Journal of Psychology and Behavioral Sciences, 8(3). https://doi.org/10.32474/sjpbs.2024.08.000288
dc.identifier.doi10.32474/sjpbs.2024.08.000288
dc.identifier.issn2641-1768
dc.identifier.urihttp://hdl.handle.net/10400.12/14036
dc.language.isoeng
dc.peerreviewedyes
dc.publisherLupine Publishers LLC
dc.relation.ispartofScholarly Journal of Psychology and Behavioral Sciences
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/
dc.titleEthical leadership and employee well-being: The moderating effect of interaction with the managereng
dc.typejournal article
dspace.entity.typePublication
oaire.citation.endPage11
oaire.citation.issue3
oaire.citation.startPage1
oaire.citation.titleScholarly Journal of Psychology and Behavioral Sciences
oaire.citation.volume8
oaire.versionhttp://purl.org/coar/version/c_970fb48d4fbd8a85

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