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The Impact of Moral Leadership on Construction
Employees’ Psychological Behaviors
Ali Nawaz Khan , Naseer Abbas Khan, and Mohsin Ali Soomro
Abstract—In construction companies, employee burnout rates
and negative socioemotional behaviors (NSEBs) are severe prob-
lems for the management. Work-related problems are then visible
in the employee’s psychological behaviors and consequent out-
comes. The literature on organizational behavior argues that moral
leadership can evade burnout and NSEB. Following the arguments,
this article attempts to examine the impact of moral leadership on
the employee’s burnout and NSEB through the mediating variables
of job embeddedness, and distributive justice in the construction
industry. By using the social exchange theory, this article analyzes
the data of 302 employees from construction companies in Hong
Kong to assess these relationships. The results showed a nega-
tive relationship between moral leadership and the construction
employees’ burnout. This article provides construction companies
and their managers with useful insights on the way the moral
leadership mediate through job embeddedness and distributive
justice to curtail the employees’ burnout. The results of this article
also motivate scholars to investigate the multidimensional role of
moral leadership in their future research.
Index Terms—Construction companies, employee burnout,
employee’s negative socioemotional behaviors (NSEBs), job
embeddedness (JE), moral leadership (ML), perception of
distributive justice.
I. INTRODUCTION
HE construction industry is infamous for its time and cost-
T intensive tight schedules and harsh and severe working
conditions [1], [2]. Such characteristics make the construction
industry one of the most dangerous and challenging sectors to
work in [3]. The construction industry also entails increased
potential hazards in comparison with any other manufacturing
industry to its workers due to inherent difficulties. In the United
States, 82 000 construction site accidents were reported, out of
which 25% were due to the employees suffering through the
work-related stress and anxiety [4]. Of the total number of fatal
accidents in private companies in the United States, 20.7% are in
the construction industry, which means that one in five workers
die in the construction industry [5]. The U.K. also reported that
of all work-related accidents, fatal accidents in the construction
Manuscript received October 18, 2019; revised December 20, 2019, June 27,
2020, and July 30, 2020; accepted August 23, 2020. Review of this manuscript
was arranged by Department Editor E. Kongar. (Corresponding author: Naseer
Abbas Khan.)
Ali Nawaz Khan and Mohsin Ali Soomro are with the School of Eco-
nomics and Management, Tongji University, Shanghai 200092, China (e-mail:
alisial@tongji.edu.cn; drmohsin@quest.edu.pk).
Naseer Abbas Khan is with the School of Management, Huaiyin Institute of
Technology, Huai’an 223003, China (e-mail: naseer@mail.ustc.edu.cn).
Digital Object Identifier 10.1109/TEM.2020.3020371
0018-9391 © 2020 IEEE. Personal use is permitted, but republication/redistribution requires IEEE permission.
See https://www.ieee.org/publications/rights/index.html for more information.
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1
industry are four times higher [6] from other industries. Apart
from such a dangerous workplace environment, the construction
companies usually operate in a competitive market, which then
presents the employees with strict time schedules and tight
budgets with very less profit margin [7]. In the complex con-
struction work, employees face challenges due to safety issues
and unethical leadership behavior that intensify the emotional
fatigue and cause deviant work behaviors [8], [9]. The leader’s
unethical behavior affects the follower’s job satisfaction, which
is the basic requirement to complete the difficult task according
to the required standard [7], [10]. The American construction
industry reported an annual employee turnover rate of 28.2%,
with 65% of small construction companies reported challenging
to find and retain skilled workers [11], [12]. The companies
need to spend enough time, energy, and investment to reduce
employee burnout and keep employees in the organization. In
addition, the leadership style is also important for understanding
the reasons related to the loss of talent and knowledge, which
further bring about the loss of productivity and market reputation
for the company [13].
Management scholars have begun to elucidate ways to elimi-
nate the causes of burnout, emotional fatigue, and deviant work
behaviors at the team and individual levels in the construction in-
dustry [14]–[18]. Several past studies have pointed out that hav-
ing a leader as the main ethical guide for employees may reduce
workplace stress and help increase employee job satisfaction
[19]–[22]. The construction industry has begun to recognize the
importance of leadership ethics, which can cultivate leaders with
high moral grounds, thereby promoting positive behaviors, emo-
tions, and job satisfaction of employees [23], [24]. Project-based
structure, temporary contractual relationships with subcontrac-
tors, and strict project deadlines in the construction industry
affect the interaction between leaders and followers [25], [26].
In the fragmented nature of hierarchy, leaders in the construction
industry sometimes treat the employees unethically, leading to
negative emotions and antisocial behavior within the organiza-
tion. The management literature requires further investigations
to understand the importance of moral values in establishing a
smooth interaction between leaders and their followers, thereby
reducing the negative behavior and employee burnout [27], [28].
In response to address this call, the current study attempts
to explore the indirect relationship between moral leadership
(ML) and employee negative socioemotional behavior (NSEB),
as well as the relationship between ML and employee burnout
through distributive justice and job embeddedness (JE). There-
fore, the first aim of this article is to examine the mediating role of
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2 IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT
Fig. 1. Research model.
distributive justice between ML and NSEB, and between ML and
employee burnout. In the social psychology literature, distribu-
tive justice is referred to as the perception of fairness in sharing
rewards and costs among group members [29]. According to the
social exchange theory, the employees who believe that leaders
are fair to them are less burnout and less willing to leave [30]. In
the management literature, a study investigated the interceding
effects of distributive justice, and trust in the leaders influences
the leadership impact on the employee’s turnover intention
[31], [32].
Similarly, the second aim of this article is to understand the
mediating role of JE in the relationship between ML and NSEB,
and the relationship between ML and employee burnout. JE
refers to the influence of various factors that help to retain the em-
ployees [33] and reduce job burnout. In the interaction between
leaders and followers, the intervening role of JE can help us to
deepen our understanding of the impact of this interaction on
employee outcomes, especially in complex construction tasks.
The results of this article will contribute to the management
literature in the construction sector by examining the indirect
relationship between ML and employee outcomes (i.e., NSEB
and burnout) from the perspective of social exchange. Previ-
ously, scholars have studied the role of ML from the perspective
of positive outcomes, such as job satisfaction [34], commitment
[35], performance [36], and creativity [37]. However, this article
examines the psychological aspects that link the moral approach
of leaders to employee burnout and NSEB.
II. THEORY AND HYPOTHESES DEVELOPMENT
For this article, we applied the “social exchange theory (SET)”
[38] to describe the impact of ML on employees’ outcomes (i.e.,
NSEB and burnout) in the construction companies. A social
exchange refers to the voluntary behaviors of individuals, which
are inspired by individuals expecting that they will receive a
return from the reactions of others [39]. The concept of dis-
tributive justice made a significant supplement to the theory of
social exchange by distinguishing between economic and social
transactions [39]. According to SET, social interaction involves
interests and these interests generate decentralized future obli-
gations. The nature of social communication negotiation cannot
be negotiated. It often produces a personal obligation, a sense of
gratitude, and trust. It is not purely an economic exchange but a
social exchange [39], [40]. The economic exchange, on the other
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hand, is about employees performing only the duties specified
in the employment contract. Therefore, the social exchange
stimulates the employee’s sense of responsibility and trust; and
in the economic exchange, these will not be stimulated [41].
The literature on this topic shows that employees who have a
positive understanding of justice within the organization should
have higher job satisfaction, performance, and lower negative
behaviors [42], [43]. However, when there is an imbalance be-
tween employee contributions and benefits, there may be a sense
of distrust among employees [44], [45]. As a result, levels of em-
ployee conflict, negative social sentiment, and burnout increase,
while their trust, job satisfaction, commitment, and JE decrease
[46]. JE, justice, and organizational commitment are seen as
important factors that increase the employees’ desire to stay in
the organization [47]–[49]. JE allows people to understand how
accustomed employees are to the job and organization [50]. This
is divided into the organizational embeddedness and community
embeddedness, including three subdimensions: fitness, linking,
and sacrificing [51]. The fit dimension relates to whether the
employees think they are adequate for the organization and en-
vironment. The fundamental factors include personal values and
career plans, job knowledge and skills, job characteristics, lo-
cation of organization, political and sociocultural environment,
and recreational activities [47], [51]. The trust gained through
the social exchange is essential to the social justice. In social ex-
changes, the distributive justice can enhance the positive attitude
and trust between the two parties [29]. Leaders and colleagues
greatly influence employees’ attitudes and behaviors [24], [52].
For example, if employees believe that leaders fairly deal with
the employees in the organization, the trust increases, which
can lead to job satisfaction and organizational commitment [53],
thereby reducing burnout and antisocial behavior. In this context,
this article is based on the same analogy to investigate the
relationship between ML and burnout, and between ML and
NSEB through JE and distributive justice.
A. ML Toward Employee Burnout and NSEB
Brown et al. [54] suggest that ethical leadership behavior is
for the common good of employees and is generally accepted
in the communities where they live. The leadership morality
portrays the views of others, such as colleagues or subordinates,
to make the final decision [55]–[57]. Moral leaders can only
make decisions based on the complex ethical principles that
can stand the test of time; they are characterized by integrity
and fairness [58]. A leader’s moral behaviors and values are
beneficial when the subordinates appreciate, and follow these
behaviors and values at work [34], [59]. For construction com-
panies, this is indeed correct. In the construction companies, it
takes years not only to learn skills but also to act as the custodian
of the knowledge accumulated after years of work on the com-
pany’s managed projects. The leaders play a vital role in social
interaction with the followers of the construction organization
[60], [61]. Thus, the employees have a strong relationship and
a sense of belonging to leaders and organizations [62]–[64].
On the other hand, when moral supervisors lead the employees,
the employees are often more sensitive to unethical behavior in
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KHAN et al.: IMPACT OF MORAL LEADERSHIP ON CONSTRUCTION EMPLOYEES’ PSYCHOLOGICAL BEHAVIORS
the organization to the extent that they are reported [65]–[67].
Previous studies have found that ethical leadership can solve
employees’ workplace problems and can also improve job satis-
faction, job performance, employee well-being, and innovation
[34], [63], [68], [69]. In the context of JE and distributive justice,
the relationship of ML can be assumed as follows.
H1: ML has a positive influence on employees’ JE.
H2: ML has a positive influence on distributive justice.
B. Mediating Role of JE
The concept of JE has changed dramatically over time, starting
with a voluntary turnover model [70], which so well brings
out the reasons why individuals remain in their jobs for a
longer period. The construction industry is infamous for the
high employee burnout and the consequent turnover rate [8],
due to which the construction sector is under continued stress to
retain the human capital [12]. In pursuit of reducing employee
burnout and increasing the JE, the inherent characteristics of the
organization play an important role. However, there is very little
information available in the literature that outlines how JE can
best be mediated by the organization and how it can be achieved
by employees [47], [71]–[73]. An international financial institu-
tion [47] recently released some findings showing that JE is also
driven by the realization on the part of the employees. According
to a recent study by Karatepe and Shahriari [71], the influence
of distributive injustice on the burnout of workers was much
stronger when the immense levels of JE existed. An empirical
study indicated that JE partially mediated the link between work
engagement and burnout and job performance [74]. Similarly,
another research suggests that JE is an interceding mechanism
that mediates the LMX–outcome relationships [75]. Thus, the
mediating effect of JE can be assumed as follows.
H3: Employee’s JE mediates the association between ML and em-
ployee burnout.
JE is based on the forces, which stimulate the motivation
and positive behavior among employees. Similarly, the socioe-
motional behavior can be predicted by JE. While defining the
social-emotional behavior, we focus on the fact that it is emo-
tionally indifferent rather than emotionally neutral and that it is
positive or negative in nature [76]. JE is a significant predictor of
stimulating positive socioemotional behavior. In the exchange
relationship, leadership morality increases JE, which in turn can
decrease the NSEB. Blau [39] emphasized that social exchange
relations depend on mutual trust and unspecified obligations.
Exchange partners do not need to bargain but can decide for
themselves whether, how, and when to compensate each other
for gifts or favors. Therefore, the mediating role of JE can be
assumed as follows.
H4: Employee’s JE mediates the association between ML and NSEB.
C. Mediating Role of Distributive Justice
Moral leaders are always committed to creating and maintain-
ing fair working conditions. Organizational justice is formed by
employees interacting with leaders and organizational agents
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3
[77]. Therefore, the primary motivation for ML is to increase
subordinate’s understanding of distributive justice [78]. When
employees care about their rights and make decisions that ben-
efit them, their perception of distributive justice is enhanced.
According to SET, employees tend to exchange their actions in
response to others’ reactions, which directs employee satisfac-
tion levels to their work [79]. In the context of the construction
industry, the fair practice of distributive justice is inevitable, as
the employees working on the project are exposed to increased
uncertainties under which they operate and make decisions [80].
Such actions and their consequences are then needed to be
adhered to and acknowledged by their leaders. The employees
who receive care and support from the leaders are then motivated
to do more for the organization and want to see the organization
grow [63], [81]. Thus, we suggest the following hypotheses.
H5: Employee’s perception of distributive justice mediates the asso-
ciation between ML and employees’ burnout.
Based on the fair distribution justice, it can provide a positive
social-emotional outcome [82], which seems to make sense
in the morals expressed by leaders. According to the human
resource management literature, the unfair outcome (i.e., dis-
tributive injustice) associated with the salary increase decision,
and is therefore inconsistent with the target and can predict
negative emotional behaviors [83]. Past research has found that
ethical leadership has a positive impact on distributive justice.
Another study found that distributive justice can predict positive
emotional responses and prosocial behavior [84]. Based on the
results of previous studies, it can be argued that distributive
justice can mediate the relationship between ML and NSEB.
Therefore, we propose the following hypothesis.
H6: Employees’ perception of distributive justice mediates the asso-
ciation between ML and employees’ NSEB.
III. RESEARCH METHODOLOGY
A questionnaire survey was conducted to collect data from
construction companies’ employees in Hong Kong to test the
hypothesized model. To maintain the rigor of the sample, the
primary data were collected from multiple building project sites
operated by construction contracting companies in Hong Kong.
Nevertheless, among these construction contracting companies,
the sampling was kept at random to maintain the population
representation. The respondents included the construction em-
ployees of different levels up to site supervisors, leaving aside
the laborers. The questionnaire survey contained variables that
were adapted from previous studies to ensure their validity. Since
the original scales were in the English language, the scales’
items were translated into the Chinese language. However, the
questionnaire contained items in both English and Chinese lan-
guages. A standard translation-back translation procedure was
used as recommended by previous scholars [85].
The questionnaire was distributed in dyads to 500 employees
and their supervisors in different construction companies, of
whom 302 returned the filled questionnaires. The data with
missing values were assumed to be completely random. Missing
completely at random (MCAR) test was used to test whether
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4 IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT

TABLE I
DEMOGRAPHICS DETAILS

TABLE II
DESCRIPTIVE STATICS AND CORRELATIONS COEFFICIENTS

N = 302. Cronbach α values appear in parentheses on the diagonal ∗ p < 0.05; ∗∗ p < 0.01; ∗∗∗ p < 0.001.

these missing values were random or not. Little’s MCAR test
(chi-square = 196.353, DF = 241, Sig. = 0.791) justified our
assumption that the missing values were random [86], therefore,
we included all 302 respondents in the data analysis. The demo-
graphic profile of the respondents is summarized in Table I.
A. Measurement Scale
The scale for perceived ML was adopted from Gu et al. [87].
Answering statements were given to evaluate the ML by the
respondents, such as, “My supervisor does not use personal
relationships or backdoor practices to obtain illicit personal
gains.” The scale for distributive justice was adapted from Khan
et al. [88]. A typical item in the scale was, “My supervisor has
the tendency to give the same performance ratings to all of his
employees (reverse).” In addition to this, the scale of five-item
for employee burnout was adapted from Mo and Shi [36]. Typical
items in the scale were, “I feel emotionally drained from my
work.” We measured the employee NSEB by using a scale from
Green and Taber [89]. The items in the scale included, such as
“Others expressed a negative opinion about your behavior.” A
scale for JE was adapted from [90]. Typical items in the scale
were, “It would be difficult for me to leave this organization.”
In this scale, all items were measured using a five-point Likert
scale representing “1” as “strongly disagree” to “5” as “strongly
agree.” Moreover, the respondent’s gender, age, qualifications,
and working experience were used as control variables.
IV. DATA ANALYSIS AND RESULTS
A. Preliminary Analysis
Table II presents the mean, standard deviations, alpha values,
and correlations related to the variables. ML was found to be
positively associated with JE (r = 0.20 and p < 0.05) and
distributive justice (r = 0.51 and p < 0.001).
B. Measurement Model
To examine the discriminant validity of the variables proposed
in our study, such as ML, distributive justice, burnout, NSEB,
and JE, we conducted the confirmatory factor analysis (CFA).
There was a significant increase in the chi-square of other models
as compared with the five-factor model. However, the five-factor
model has a better fit induces (χ2/df = 1.95, Tucker–Lewis index
(TLI) = 0.961, comparative fit index (CFI) = 0.964, and root
mean square error of approximation (RMSEA) = 0.056) as com-
pared with four factors model, where ML and JE are combined
(χ2/df = 7.08, TLI = 0.751, CFI = 0.767, and RMSEA = 0.142)
and single-factor model, where all factors are combined (χ2/df
= 18.02, TLI = 0.304, CFI = 0.342, and RMSEA = 0.237)[91].
Thus, the proposed variables were distinctive from each other
by showing different constructs. As data were collected from a
single source; therefore, common method bias (CMB) may exist
in the data. We tested CMB by utilizing Harman’s single-factor
test. All factors were entered into the factor analysis and it
revealed most covariance explained by one factor was 36.52%
that was well below the 50% threshold [92], which shows there
was no issue of CMB.
C. Structural Model
According to the dataset, the structural model satisfactory
fits (χ2/df = 2.04, TLI = 0.957, CFI = 0.960, and RMSEA
= 0.059). The structure model is primarily used for testing the
hypotheses related to the mediation. The results are given in
Table III. ML has significant positive relationships with JE (β

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KHAN et al.: IMPACT OF MORAL LEADERSHIP ON CONSTRUCTION EMPLOYEES’ PSYCHOLOGICAL BEHAVIORS 5

TABLE III
RESULTS OF PATH ANALYSIS

Note: (1) ML = Moral Leadership, JE = Job Embeddedness, DJ = Distributive Justice, NSEB = Negative socioemotional behavior. (2) ∗∗ denotes
p < 0.01, ∗∗∗ denotes p < 0.001.

TABLE IV
BOOTSTRAP AND SOBEL TEST RESULTS FOR MEDIATING RELATIONSHIPS

Note: CI = Confidence Interval; Bootstrap sample size = 5000; IV = ML, MV = JE and DJ, DV = Burnout and NSEB.

= 0.20 and p < 0.01) and distributive justice (β = 0.52 and p <
0.001), therefore the results support H1 and H2. Similarly, the JE
has a significant negative relationship burnout (β = −0.50 and
p < 0.001) and distributive justice has a significant relationship
with the burnout (β = −0.40 and p < 0.001). Similarly, JE has
a significant negative relationship with NSEB (β = −0.37 and
p < 0.001) and distributive justice has also a significant negative
relationship with NSEB (β = −0.43 and p < 0.001).
D. Mediating Effect Tests
To test the mediating effects of JE and distributive justice,
we apply two approaches. First, to produce unequal confidence
intervals (CIs) for indirect relationships, the authors employed
the “bootstrap sampling method” (sample size = 5000), as
advised by McAfee [93]. Contrasted with customary statistical
approaches, such as the Sobel test, the bootstrap CI approach
creates a moderately precise estimation since it provides sym-
metric CIs for indirect connections by utilizing the individual
distributions of two regression coefficients that involve a product
term [94]. Table IV illustrates the results of the mediating effects,
which indicate that JE mediated the relationship of ML with the
burnout; the distributive justice also mediated the relationship
between ML and burnout as there is no zero in the upper and
lower limit of CIs, and also the values of the z score are greater
than the acceptable range, thus supported H3 and H5. In a similar
way, JE mediated the relationship between ML and NSEB.
Alike, the distributive justice also mediated the relationship
between ML and NSEB consequently, accepting H4 and H6
as well.
V. DISCUSSIONS
The variables considered in this article represent the phe-
nomena of burnout and employee NSEB that are commonly
observed in the construction sector. Both of the aspects severely
inflict upon the ongoing projects, as they directly, in terms of
job burnout, and indirectly, in terms of NSEB, an employee
burnout leads to a turnover and is then prone to create an acute
deficit of human capital, if not dealt in timely manners, given
the fact that the construction industry has the highest rate of
job turnovers. Such an employee burnout then badly inflicts
upon the project progress and, in a worst-case scenario, leads to
incurring severe losses that can throw a construction company
out of the market [95], [96]. Therefore, the results can be based
upon the overarching theoretical foundations of the SET theory,
specifically upon its third principle, which emphasizes that in the
case of poor social exchanges, an organization shall invariably
move to defensive attempts to social exchange [97]. The model
presented in this article argued that the relationship between ML
and burnout is mediated by distributive justice. Thereby helping
the construction companies to the minimum stress level of their
valuable human capital. Several previous studies have found
that leadership ethics has a positive impact on employees’ job
satisfaction, job loyalty, task performance [36], [54], [98], and
organization’s distributive justice [99], [100]. In other words,

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6 IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT
these findings support ML may decrease the employees’ burnout
and NSEB. It is worth noting that the construction workers face
a risky work environment that is exposed to potential hazards,
coupled with harsh weather, strict deadlines, and long hours
of work. Due to the harsh nature of the work, the project
leaders in the construction project organization are constantly
under pressure to pursue their goals in accordance with the
prescribed budget and time. Therefore, morality is sometimes
compromised under critical conditions. Severe burnouts in the
construction sector have been reported [7], [101] as the result of
such constant stress. This article found that through distributive
justice and JE, leaders have a high morality, which can provide
confidence and encouragement to workers, thereby reducing job
burnout and NSEB. The employees’ JE, especially in a harsh
workplace environment, such as a usual case in a construction
project, develops a sense of being taken care of, which in return
reduces the negative outcomes [102], [103]. The full mediation
of distributive justice then further illustrates the employees’ faith
in distributive justice, which is also enforced and practiced by
the leaders. These results supported our hypotheses and also
validated earlier research works [104], [105]. The findings of
this article show that leaders treat and reward employees fairly,
thereby reducing employee burnout and NSEB. Both of the
mediating variables support the application of the SET theory
in the construction sector, which emphasizes that organizational
leaders must act to mitigate significant causes that can increase
the workplace stress, and must create an environment that helps
employees to exchange social support to their hard work [97].
The results of this article indicated that there is a significant
relationship between ML and NSEB through the mediation of JE
and distributive justice. These results complement the findings
of previous studies in the context of organizational behavior
in other industries [36], [106], [107]. Because of the NSEB in
the construction sector, employees are primarily affected by the
leadership. Ethical leadership can help its followers minimize
safety risks, increase job satisfaction, and promote positive
social and emotional behavior of employees [108]. Besides, our
findings are consistent with the previous research evidence that
distributive justice is negatively related to employee burnout and
employee NSEB [63], [105], [109].
A. Study Implications
This article contributed to the existing body of knowledge
in multiple ways. The role of ML and their role in employee
burnout and NSEB in the construction industry have hardly been
taken any attention from the researchers. Many studies have
previously investigated employees’ of other sectors for turnover
intentions and antisocial behaviors toward leadership, such as
[110], [111]. However, this article is relatively different from
other studies by discussing ML related to negative outcome
variables, namely the employee burnout and NSEB, from the
perspective of the construction industry in Hong Kong. This
article also expanded the academic debate by integrating the
two interceding mediators, namely JE and distributive justice,
to investigate the role of ML in minimizing the employee burnout
and NSEB. Finally, the group’s analysis shows that through
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mediation, it helps to obtain more reliable results to understand
the relationship between ML and burnout, and the relationship
between ML and NSEB.
This article reflected many implications for construction com-
panies. First, organizations must recognize leaders who demon-
strate moral values and demonstrate moral behavior toward
employees. Besides, to improve moral behavior, construction
companies must invest in different training programs for their
leaders, i.e., construction managers. Second, the leader’s at-
tention must be on the nature of the relationship, such as the
extent to which their employees express job satisfaction and
the extent to which employees feel they are in a fair working
environment. This will help to reduce employee perception and
reduce employee burnout and NSEB. Third, managers should
recruit employees whose values, goals, and plans are consistent
with the work and organizational culture. Also, strategic part-
nerships between employees can be increased by introducing
the necessary employee training programs.
Finally, leaders in construction firms should provide a fa-
vorable work environment for the employees, which help to
enhance their sense of JE. Deep-rooted distributive justice re-
duces employee burnout and turnover intentions. Besides, when
expressing the strong morality by the leader, the process of
social exchange can enhance the moral values of employees,
and reduce negative social and emotional behaviors.
B. Limitation and Future Research Directions
This article has some limitations. First, the data of all vari-
ables, i.e., ML, JE, distributive justice, employees’ NSEB, and
burnout, were collected in one time due to logistical constraints,
and the project-based nature of the respondents. Therefore, the
measurement of these constructs at different times was not
attainable. For future research, longitudinal studies are also sug-
gested, adding some new related variables. Second, in the current
study, the concept of ML was utilized as a unidimensional using
the definition of Brown et al. [54]. In future research, analyzing
the link between different dimensions of ML may be undertaken.
Therefore, we suggest a multidimensional approach that can
be adopted by researchers in the future to explore the degree
to which ML is explained in its varying impacts on employee
attitudes and behaviors. Third, the study has been carried out in
a specific country, i.e., Hong Kong, having a particular culture.
Therefore, the results of repeated research in other geographical
may differ. Finally, further research is required to investigate
whether or not the particular elements of JE (links, fit, and
sacrifice) play different moderating roles in the relationships
between distributive justice and employee negative outcomes,
and between JE and employee negative outcomes.
VI. CONCLUSION
This article attempted to understand the influence of ML
on the employees’ burnout and NSEB in construction com-
panies. For the purpose, a model was hypothesized based on
the organizational behavior studies conducted in the past. The
testing of the hypothesized model presented that the influence
of ML helped to reduce the employees’ burnout and NSEB. The
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KHAN et al.: IMPACT OF MORAL LEADERSHIP ON CONSTRUCTION EMPLOYEES’ PSYCHOLOGICAL BEHAVIORS 7

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Ali Nawaz Khan received the Ph.D. degree in busi-
ness administration from School Management, Uni-
versity of Science and Technology of China, Hefei,
China, in 2018.
He is currently a Postdoctoral Fellow with the
School of Economics and Management, Tongji Uni-
versity, Shanghai, China. His research appeared in
journals, including Asian Business and Management,
Computers in Human Behaviors, Information Sys-
tems Frontier, and Technological Forecasting and
Social Change. His current research interests include
social media, hospitality and tourism, m-commerce, technology adoption, online
behavior, leadership, information systems, and organizational studies.
Naseer Abbas Khan received the Ph.D. degree in
public administration from the School of Public Af-
fairs, University of Science and Technology of China,
Hefei, China, in 2019.
He is currently with the School of Management,
Huaiyin Institute of Technology, Huai’an, China.
His research appeared in Government Information
Quarterly, Journal of Asian Business and Manage-
ment, and Information Systems Frontier. His cur-
rent research interests include leadership, public pol-
icy, tourism research, organizational behavior, and
creativity.
Mohsin Ali Soomro received the Ph.D. degree in
civil engineering from the Hong Kong University of
Science and Technology, Hong Kong, in 2014.
He is currently a Postdoctoral Fellow with the
School of Economics and Management, Tongji Uni-
versity (SEM Tongji), Shanghai, China. Prior to join-
ing SEM Tongji, he was an Assistant Professor in a
public sector university in Pakistan. His research pa-
pers have appeared in the ASCE Journal of Manage-
ment in Engineering, ASCE Journal of Construction
Engineering and Management, and IEEE TRANSAC-
TIONS ON ENGINEERING MANAGEMENT. His current research interests include
public–private partnerships and organizational behavior in the construction
industry.