The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects

The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to proje...
Ausführliche Beschreibung

Gespeichert in:

Autor*in:	Sen Lin [verfasserIn] Siyu Chen [verfasserIn] Xun Liu [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2023

Schlagwörter:	construction project empowering leadership organizational goal clarity role stress unethical pro-organizational behavior

Übergeordnetes Werk:	In: Buildings - MDPI AG, 2012, 13(2023), 2640, p 2640
Übergeordnetes Werk:	volume:13 ; year:2023 ; number:2640, p 2640

Links:	Link aufrufen Link aufrufen Link aufrufen Journal toc

DOI / URN:	10.3390/buildings13102640

Katalog-ID:	DOAJ093164467

Internformat


LEADER	01000naa a22002652 4500
001	DOAJ093164467
003	DE-627
005	20240413220341.0
007	cr uuu---uuuuu
008	240413s2023 xx \|\|\|\|\|o 00\| \|\|eng c
024	7		\|a 10.3390/buildings13102640 \|2 doi
035			\|a (DE-627)DOAJ093164467
035			\|a (DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c
040			\|a DE-627 \|b ger \|c DE-627 \|e rakwb
041			\|a eng
050		0	\|a TH1-9745
100	0		\|a Sen Lin \|e verfasserin \|4 aut
245	1	4	\|a The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects
264		1	\|c 2023
336			\|a Text \|b txt \|2 rdacontent
337			\|a Computermedien \|b c \|2 rdamedia
338			\|a Online-Ressource \|b cr \|2 rdacarrier
520			\|a The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress.
650		4	\|a construction project
650		4	\|a empowering leadership
650		4	\|a organizational goal clarity
650		4	\|a role stress
650		4	\|a unethical pro-organizational behavior
653		0	\|a Building construction
700	0		\|a Siyu Chen \|e verfasserin \|4 aut
700	0		\|a Xun Liu \|e verfasserin \|4 aut
773	0	8	\|i In \|t Buildings \|d MDPI AG, 2012 \|g 13(2023), 2640, p 2640 \|w (DE-627)718622251 \|w (DE-600)2661539-3 \|x 20755309 \|7 nnns
773	1	8	\|g volume:13 \|g year:2023 \|g number:2640, p 2640
856	4	0	\|u https://doi.org/10.3390/buildings13102640 \|z kostenfrei
856	4	0	\|u https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c \|z kostenfrei
856	4	0	\|u https://www.mdpi.com/2075-5309/13/10/2640 \|z kostenfrei
856	4	2	\|u https://doaj.org/toc/2075-5309 \|y Journal toc \|z kostenfrei
912			\|a GBV_USEFLAG_A
912			\|a SYSFLAG_A
912			\|a GBV_DOAJ
912			\|a GBV_ILN_11
912			\|a GBV_ILN_20
912			\|a GBV_ILN_22
912			\|a GBV_ILN_23
912			\|a GBV_ILN_24
912			\|a GBV_ILN_39
912			\|a GBV_ILN_40
912			\|a GBV_ILN_62
912			\|a GBV_ILN_63
912			\|a GBV_ILN_65
912			\|a GBV_ILN_69
912			\|a GBV_ILN_70
912			\|a GBV_ILN_73
912			\|a GBV_ILN_95
912			\|a GBV_ILN_105
912			\|a GBV_ILN_110
912			\|a GBV_ILN_151
912			\|a GBV_ILN_161
912			\|a GBV_ILN_213
912			\|a GBV_ILN_230
912			\|a GBV_ILN_285
912			\|a GBV_ILN_293
912			\|a GBV_ILN_370
912			\|a GBV_ILN_602
912			\|a GBV_ILN_2014
912			\|a GBV_ILN_2055
912			\|a GBV_ILN_4012
912			\|a GBV_ILN_4037
912			\|a GBV_ILN_4112
912			\|a GBV_ILN_4125
912			\|a GBV_ILN_4126
912			\|a GBV_ILN_4249
912			\|a GBV_ILN_4305
912			\|a GBV_ILN_4306
912			\|a GBV_ILN_4307
912			\|a GBV_ILN_4313
912			\|a GBV_ILN_4322
912			\|a GBV_ILN_4323
912			\|a GBV_ILN_4324
912			\|a GBV_ILN_4325
912			\|a GBV_ILN_4335
912			\|a GBV_ILN_4338
912			\|a GBV_ILN_4367
912			\|a GBV_ILN_4392
912			\|a GBV_ILN_4700
951			\|a AR
952			\|d 13 \|j 2023 \|e 2640, p 2640

Indexfelder

author_variant	s l sl s c sc x l xl
matchkey_str	article:20755309:2023----::hdrsdoepwrnlaesihwmoeigedrhpfetuehclrognzto
hierarchy_sort_str	2023
callnumber-subject-code	TH
publishDate	2023
allfields	10.3390/buildings13102640 doi (DE-627)DOAJ093164467 (DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c DE-627 ger DE-627 rakwb eng TH1-9745 Sen Lin verfasserin aut The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress. construction project empowering leadership organizational goal clarity role stress unethical pro-organizational behavior Building construction Siyu Chen verfasserin aut Xun Liu verfasserin aut In Buildings MDPI AG, 2012 13(2023), 2640, p 2640 (DE-627)718622251 (DE-600)2661539-3 20755309 nnns volume:13 year:2023 number:2640, p 2640 https://doi.org/10.3390/buildings13102640 kostenfrei https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c kostenfrei https://www.mdpi.com/2075-5309/13/10/2640 kostenfrei https://doaj.org/toc/2075-5309 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4392 GBV_ILN_4700 AR 13 2023 2640, p 2640
spelling	10.3390/buildings13102640 doi (DE-627)DOAJ093164467 (DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c DE-627 ger DE-627 rakwb eng TH1-9745 Sen Lin verfasserin aut The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress. construction project empowering leadership organizational goal clarity role stress unethical pro-organizational behavior Building construction Siyu Chen verfasserin aut Xun Liu verfasserin aut In Buildings MDPI AG, 2012 13(2023), 2640, p 2640 (DE-627)718622251 (DE-600)2661539-3 20755309 nnns volume:13 year:2023 number:2640, p 2640 https://doi.org/10.3390/buildings13102640 kostenfrei https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c kostenfrei https://www.mdpi.com/2075-5309/13/10/2640 kostenfrei https://doaj.org/toc/2075-5309 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4392 GBV_ILN_4700 AR 13 2023 2640, p 2640
allfields_unstemmed	10.3390/buildings13102640 doi (DE-627)DOAJ093164467 (DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c DE-627 ger DE-627 rakwb eng TH1-9745 Sen Lin verfasserin aut The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress. construction project empowering leadership organizational goal clarity role stress unethical pro-organizational behavior Building construction Siyu Chen verfasserin aut Xun Liu verfasserin aut In Buildings MDPI AG, 2012 13(2023), 2640, p 2640 (DE-627)718622251 (DE-600)2661539-3 20755309 nnns volume:13 year:2023 number:2640, p 2640 https://doi.org/10.3390/buildings13102640 kostenfrei https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c kostenfrei https://www.mdpi.com/2075-5309/13/10/2640 kostenfrei https://doaj.org/toc/2075-5309 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4392 GBV_ILN_4700 AR 13 2023 2640, p 2640
allfieldsGer	10.3390/buildings13102640 doi (DE-627)DOAJ093164467 (DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c DE-627 ger DE-627 rakwb eng TH1-9745 Sen Lin verfasserin aut The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress. construction project empowering leadership organizational goal clarity role stress unethical pro-organizational behavior Building construction Siyu Chen verfasserin aut Xun Liu verfasserin aut In Buildings MDPI AG, 2012 13(2023), 2640, p 2640 (DE-627)718622251 (DE-600)2661539-3 20755309 nnns volume:13 year:2023 number:2640, p 2640 https://doi.org/10.3390/buildings13102640 kostenfrei https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c kostenfrei https://www.mdpi.com/2075-5309/13/10/2640 kostenfrei https://doaj.org/toc/2075-5309 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4392 GBV_ILN_4700 AR 13 2023 2640, p 2640
allfieldsSound	10.3390/buildings13102640 doi (DE-627)DOAJ093164467 (DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c DE-627 ger DE-627 rakwb eng TH1-9745 Sen Lin verfasserin aut The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress. construction project empowering leadership organizational goal clarity role stress unethical pro-organizational behavior Building construction Siyu Chen verfasserin aut Xun Liu verfasserin aut In Buildings MDPI AG, 2012 13(2023), 2640, p 2640 (DE-627)718622251 (DE-600)2661539-3 20755309 nnns volume:13 year:2023 number:2640, p 2640 https://doi.org/10.3390/buildings13102640 kostenfrei https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c kostenfrei https://www.mdpi.com/2075-5309/13/10/2640 kostenfrei https://doaj.org/toc/2075-5309 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4392 GBV_ILN_4700 AR 13 2023 2640, p 2640
language	English
source	In Buildings 13(2023), 2640, p 2640 volume:13 year:2023 number:2640, p 2640
sourceStr	In Buildings 13(2023), 2640, p 2640 volume:13 year:2023 number:2640, p 2640
format_phy_str_mv	Article
institution	findex.gbv.de
topic_facet	construction project empowering leadership organizational goal clarity role stress unethical pro-organizational behavior Building construction
isfreeaccess_bool	true
container_title	Buildings
authorswithroles_txt_mv	Sen Lin @@aut@@ Siyu Chen @@aut@@ Xun Liu @@aut@@
publishDateDaySort_date	2023-01-01T00:00:00Z
hierarchy_top_id	718622251
id	DOAJ093164467
language_de	englisch
fullrecord	<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000naa a22002652 4500</leader><controlfield tag="001">DOAJ093164467</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20240413220341.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">240413s2023 xx \|\|\|\|\|o 00\| \|\|eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.3390/buildings13102640</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)DOAJ093164467</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="050" ind1=" " ind2="0"><subfield code="a">TH1-9745</subfield></datafield><datafield tag="100" ind1="0" ind2=" "><subfield code="a">Sen Lin</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="4"><subfield code="a">The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2023</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress.</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">construction project</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">empowering leadership</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">organizational goal clarity</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">role stress</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">unethical pro-organizational behavior</subfield></datafield><datafield tag="653" ind1=" " ind2="0"><subfield code="a">Building construction</subfield></datafield><datafield tag="700" ind1="0" ind2=" "><subfield code="a">Siyu Chen</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="700" ind1="0" ind2=" "><subfield code="a">Xun Liu</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">Buildings</subfield><subfield code="d">MDPI AG, 2012</subfield><subfield code="g">13(2023), 2640, p 2640</subfield><subfield code="w">(DE-627)718622251</subfield><subfield code="w">(DE-600)2661539-3</subfield><subfield code="x">20755309</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:13</subfield><subfield code="g">year:2023</subfield><subfield code="g">number:2640, p 2640</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://doi.org/10.3390/buildings13102640</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://www.mdpi.com/2075-5309/13/10/2640</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="u">https://doaj.org/toc/2075-5309</subfield><subfield code="y">Journal toc</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">SYSFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_DOAJ</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_11</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_20</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_22</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_23</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_24</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_39</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_40</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_62</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_63</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_65</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_69</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_70</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_73</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_95</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_105</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_110</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_151</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_161</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_213</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_230</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_285</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_293</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_370</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_602</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2014</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2055</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4012</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4037</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4112</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4125</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4126</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4249</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4305</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4306</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4307</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4313</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4322</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4323</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4324</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4325</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4335</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4338</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4367</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4392</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">13</subfield><subfield code="j">2023</subfield><subfield code="e">2640, p 2640</subfield></datafield></record></collection>
callnumber-first	T - Technology
author	Sen Lin
spellingShingle	Sen Lin misc TH1-9745 misc construction project misc empowering leadership misc organizational goal clarity misc role stress misc unethical pro-organizational behavior misc Building construction The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects
authorStr	Sen Lin
ppnlink_with_tag_str_mv	@@773@@(DE-627)718622251
format	electronic Article
delete_txt_mv	keep
author_role	aut aut aut
collection	DOAJ
remote_str	true
callnumber-label	TH1-9745
illustrated	Not Illustrated
issn	20755309
topic_title	TH1-9745 The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects construction project empowering leadership organizational goal clarity role stress unethical pro-organizational behavior
topic	misc TH1-9745 misc construction project misc empowering leadership misc organizational goal clarity misc role stress misc unethical pro-organizational behavior misc Building construction
topic_unstemmed	misc TH1-9745 misc construction project misc empowering leadership misc organizational goal clarity misc role stress misc unethical pro-organizational behavior misc Building construction
topic_browse	misc TH1-9745 misc construction project misc empowering leadership misc organizational goal clarity misc role stress misc unethical pro-organizational behavior misc Building construction
format_facet	Elektronische Aufsätze Aufsätze Elektronische Ressource
format_main_str_mv	Text Zeitschrift/Artikel
carriertype_str_mv	cr
hierarchy_parent_title	Buildings
hierarchy_parent_id	718622251
hierarchy_top_title	Buildings
isfreeaccess_txt	true
familylinks_str_mv	(DE-627)718622251 (DE-600)2661539-3
title	The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects
ctrlnum	(DE-627)DOAJ093164467 (DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c
title_full	The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects
author_sort	Sen Lin
journal	Buildings
journalStr	Buildings
callnumber-first-code	T
lang_code	eng
isOA_bool	true
recordtype	marc
publishDateSort	2023
contenttype_str_mv	txt
author_browse	Sen Lin Siyu Chen Xun Liu
container_volume	13
class	TH1-9745
format_se	Elektronische Aufsätze
author-letter	Sen Lin
doi_str_mv	10.3390/buildings13102640
author2-role	verfasserin
title_sort	dark side of empowering leadership: how empowering leadership affects unethical pro-organizational behavior in construction projects
callnumber	TH1-9745
title_auth	The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects
abstract	The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress.
abstractGer	The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress.
abstract_unstemmed	The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress.
collection_details	GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_39 GBV_ILN_40 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_2055 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4392 GBV_ILN_4700
container_issue	2640, p 2640
title_short	The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects
url	https://doi.org/10.3390/buildings13102640 https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c https://www.mdpi.com/2075-5309/13/10/2640 https://doaj.org/toc/2075-5309
remote_bool	true
author2	Siyu Chen Xun Liu
author2Str	Siyu Chen Xun Liu
ppnlink	718622251
callnumber-subject	TH - Building Construction
mediatype_str_mv	c
isOA_txt	true
hochschulschrift_bool	false
doi_str	10.3390/buildings13102640
callnumber-a	TH1-9745
up_date	2024-07-03T15:39:57.926Z
_version_	1803572947637501952
fullrecord_marcxml	<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000naa a22002652 4500</leader><controlfield tag="001">DOAJ093164467</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20240413220341.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">240413s2023 xx \|\|\|\|\|o 00\| \|\|eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.3390/buildings13102640</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)DOAJ093164467</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)DOAJ1ca7f978280447cbba538b97f3600d4c</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="050" ind1=" " ind2="0"><subfield code="a">TH1-9745</subfield></datafield><datafield tag="100" ind1="0" ind2=" "><subfield code="a">Sen Lin</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="4"><subfield code="a">The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2023</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress.</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">construction project</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">empowering leadership</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">organizational goal clarity</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">role stress</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">unethical pro-organizational behavior</subfield></datafield><datafield tag="653" ind1=" " ind2="0"><subfield code="a">Building construction</subfield></datafield><datafield tag="700" ind1="0" ind2=" "><subfield code="a">Siyu Chen</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="700" ind1="0" ind2=" "><subfield code="a">Xun Liu</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">Buildings</subfield><subfield code="d">MDPI AG, 2012</subfield><subfield code="g">13(2023), 2640, p 2640</subfield><subfield code="w">(DE-627)718622251</subfield><subfield code="w">(DE-600)2661539-3</subfield><subfield code="x">20755309</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:13</subfield><subfield code="g">year:2023</subfield><subfield code="g">number:2640, p 2640</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://doi.org/10.3390/buildings13102640</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://doaj.org/article/1ca7f978280447cbba538b97f3600d4c</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://www.mdpi.com/2075-5309/13/10/2640</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="u">https://doaj.org/toc/2075-5309</subfield><subfield code="y">Journal toc</subfield><subfield code="z">kostenfrei</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">SYSFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_DOAJ</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_11</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_20</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_22</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_23</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_24</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_39</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_40</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_62</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_63</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_65</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_69</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_70</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_73</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_95</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_105</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_110</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_151</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_161</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_213</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_230</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_285</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_293</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_370</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_602</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2014</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2055</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4012</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4037</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4112</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4125</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4126</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4249</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4305</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4306</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4307</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4313</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4322</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4323</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4324</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4325</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4335</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4338</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4367</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4392</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">13</subfield><subfield code="j">2023</subfield><subfield code="e">2640, p 2640</subfield></datafield></record></collection>
score	7.4002123

Nicht das Richtige dabei?

Schreiben Sie uns!

The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects

Nicht das Richtige dabei?

Zugang & Verfügbarkeit

Vorhandene Bände

Nicht das Richtige dabei?