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dc.contributor.authorLi, J.
dc.contributor.authorYing, W.
dc.contributor.authorXiong, R.
dc.contributor.authorYing, C.
dc.date.accessioned2022-04-11T23:17:43Z
dc.date.available2022-04-11T23:17:43Z
dc.date.issued2022
dc.identifier.citationLi, J., Ying, W., Xiong, R., & Ying, C. (2022). Project Executive’s Ethical Leadership and Construction Projects’ Social Responsibility: Evidence from Wuhan, China. Advances in Civil Engineering.
dc.identifier.issn1687-8086
dc.identifier.doi10.1155/2022/6332424
dc.identifier.urihttp://hdl.handle.net/10150/663915
dc.description.abstractWith the accelerated urbanization and the need for sustainable development in China, the construction projects' social responsibility (CPSR) has received increasing attention from scholars, but reliable empirical evidence on whether the project executive's (PE's) ethical leadership can promote the implementation of the CPSR is insufficient. This study constructs a moderated mediation model in which we examine the role of employees' organizational identification and organizational justice in the relationship between the PE's ethical leadership and the organizational CPSR through data of 367 samples collected validly. Through the research, we found that the PE's ethical leadership has a positive impact on the CPSR, the employee's organizational identification mediates the relationship between the PE's ethical leadership and the organizational CPSR, and organizational justice moderates between the PE's ethical leadership and employee's organizational identification. The outcomes indicate that the PE's ethical leadership can promote the implementation of the organizational CPSR. This study reveals the intrinsic action mechanism of the PE's ethical leadership and the implementation of the organizational CPSR, which has certain implications for improving the performance of CPSR and achieving the sustainable development of the projects. © 2022 Jintao Li et al.
dc.language.isoen
dc.publisherHindawi Limited
dc.rightsCopyright © 2022 Jintao Li et al. This is an open access article distributed under the Creative Commons Attribution License.
dc.rights.urihttps://creativecommons.org/licenses/by/4.0/
dc.titleProject Executive's Ethical Leadership and Construction Projects' Social Responsibility: Evidence from Wuhan, China
dc.typeArticle
dc.typetext
dc.contributor.departmentStatistics and Data Science, University of Arizona
dc.identifier.journalAdvances in Civil Engineering
dc.description.noteOpen access journal
dc.description.collectioninformationThis item from the UA Faculty Publications collection is made available by the University of Arizona with support from the University of Arizona Libraries. If you have questions, please contact us at repository@u.library.arizona.edu.
dc.eprint.versionFinal published version
dc.source.journaltitleAdvances in Civil Engineering
refterms.dateFOA2022-04-11T23:17:43Z


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Copyright © 2022 Jintao Li et al. This is an open access article distributed under the Creative Commons Attribution License.
Except where otherwise noted, this item's license is described as Copyright © 2022 Jintao Li et al. This is an open access article distributed under the Creative Commons Attribution License.