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Limited attention has been directed towards disengagement and its antecedents (Pech and Slade 2006 Hejjas et al.
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It involves distancing oneself “from one’s work in general, work object and work content” (Demerouti et al. Disengagement is one of the main dimensions of burnout (Bakker et al. We firstly examine the mediating role of disengagement in the relationship between ethical leadership and job satisfaction, organisational commitment, and turnover intentions. SRT proposes that the violation of social rules is negatively associated with employee wellbeing and attitudes, while rule compliance is positively related to wellbeing and attitudes (Henderson and Argyle 1986). This study moves beyond social exchange and social learning theories and draws on social rules theory (SRT Henderson and Argyle 1986) to advance our knowledge of the mechanisms and boundary conditions of the relationship between ethical leadership and employee attitudes. This is mainly because prior research has relied on social exchange and social learning theories to explain how ethical leadership is related to employee attitudes, which only provide a partial picture of how ethical leadership exerts an impact (Wang and Xu 2019). 920) state that our understanding of the relationship between ethical leadership and employee attitudes is “still far from complete”. Research and meta-analyses have shown that working for an ethical leader is associated with lower turnover intentions and higher levels of job satisfaction and organisational commitment (Ng and Feldman 2015 Demirtas and Akdogan 2015 Bedi et al. Ethical leadership involves demonstrating normatively appropriate behaviour towards followers through the use of two-way communication, reinforcement, and decision-making (Brown et al. In recent years, geo-political turbulence and moral failures at multinational organisations have increased interest in ethical leadership. These results suggest that while ethical leaders can promote positive employee attitudes, their effectiveness is reduced in situations where co-worker undermining exists. However, the relationship between ethical leadership and disengagement was moderated by co-worker social undermining, such that when undermining was higher, the significance of the mediated relationships disappeared. The findings revealed that ethical leadership has a beneficial effect on employee attitudes by reducing disengagement. To test the proposed model, questionnaires were administered to 460 nurses in Romanian hospital settings over three time points separated by two-week intervals and the hypotheses were tested using generalised multilevel structural equation modeling (GSEM) with STATA. Co-worker social undermining is examined as a moderator of the relationship between ethical leadership and disengagement, as we suggest that it is difficult for ethical leaders to be effective when co-worker undermining prevails. We argue that ethical leaders reduce disengagement, which in turn promotes higher levels of job satisfaction and organisational commitment, as well as lower turnover intentions. This study therefore draws on social rules theory (SRT) to extend our understanding of the mechanisms linking ethical leadership to employee attitudes. Yet, only a few theoretical perspectives have been adopted to explain how ethical leaders influence subordinate outcomes. In recent years, scholars have sought to investigate the impact that ethical leaders can have within organisations.