Work engagement and job satisfaction have received increasing interest because of their importance to other personal and organizational outcomes. An exploration of what factors influence these two well-being indicators, work engagement and job satisfaction is very crucial. Based on social learning theory, this study investigates how ethical leadership influences the two well-being indicators. Apart from testing the direct relationships, it also probes whether psychological capital mediates these relationships. Again, it tests whether moral identity moderates the relationship between ethical leadership and psychological capital. With data collected from 177 employees in the public sector in Malawi, findings reveal that ethical leadership is a significant predictor for both work engagement and job satisfaction. Furthermore, the results reveal that psychological capital fully mediates the relationship between ethical leadership and work engagement while it partially mediates the relationship between ethical leadership and job satisfaction. The study has important implications for practice especially in Human Resource Management in developing and adopting practices that promote work engagement and job satisfaction among employees.

Table of Contents
CHAPTER 1: INTRODUCTION 1
1.1 Motivation and background 1
1.2 Research objectives 9
CHAPTER 2: LITERATURE REVIEW 11
2.1 Ethical leadership 11
2.2 Ethical Leadership and work engagement 12
2.3 Ethical leadership and job satisfaction 14
2.4 Ethical leadership and work engagement: The mediating role of psychological capital 16
2.4.1 Psychological capital 16
2.4.2 Ethical leadership and psychological capital 17
2.4.3 Psychological capital and work engagement 20
2.4.4 Mediating role of psychological capital 21
2.5 Linking ethical leadership and job satisfaction: Psychological capital as an explanatory mechanism 23
2.5.1 Psychological capital and job satisfaction 23
2.5.2 The mediating role of Psychological capital 25
2.6 Ethical leadership and psychological capital: The moderating role of moral identity 26
2.6.1 Moral identity 26
2.6.2 Moral identity as a moderator 27
CHAPTER 3: RESEARCH METHODOLOGY 31
3.1 Sampling and procedure 31
3.2 Variables and measures 32
3.2.1 Ethical leadership 32
3.2.2 Moral identity 32
3.2.3 Psychological capital 34
3.2.4 Work engagement 34
3.2.5 Job satisfaction 35
3.2.6 Control variables 35
3.3 Data analysis and statistics methods 35
3.3.1 Regression analysis 35
CHAPTER 4: RESEARCH RESULTS 37
4.1 Descriptive Statistic and Correlation Analyses 37
4.2 Common Method Variance 38
4.3 Regression Analysis Results 39
CHAPTER 5: DISCUSSION 45
5.1 Theoretical implications 46
5.2 Practical implications 51
5.3 Limitations and Further Research 52
REFERENCES 55
APPENDIX 69
Appendix A: Questionnaire for Time 1 69
Appendix B: Questionnaire for Time 2 75

Abun, D., Racoma, A., & Racsa, L. (2017). Moral leadership of middle-lower level managers and employee’s job satisfaction of divine word colleges in region 1, Philippines as perceived by the employees. IJRDO- Journal of Business Management, 3(9), 256-288.
Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. London, England: Sage.
Alshammari, A., Almutairi, N., & Thuwaini, S. (2015). Ethical leadership: The effect on employees. International Journal of Business and Management, 10(3), 108-116. doi: 10.5539/ijbm.v10n3p108.
Arain G. A., Sheikh, A., Hameed, I., & Asadullah, M. A. (2017) Do as I do: The effect of teachers’ ethical leadership on business students’ academic citizenship behaviors. Ethics & Behavior, 27:8, 665-680, DOI: 10.1080/10508422.2016.1272457
Asif, M., Qing, M., Hwang, J., & Shi, H. (2019). Ethical leadership, affective commitment, work engagement, and creativity: Testing a multiple mediation approach. Sustainability, 11(16), 4489. doi:10.3390/su11164489
Ashforth, B. E., Schinoff, B. S., & Rogers, K. M. (2016). “I identify with her”, “I identify with him”: Unpacking the dynamics of personal identification in organizations. Academy of Management Review, 41(1), 28-60.
Avey, J. B., Reichard, R. J., Luthans, F., & Mhatre, K. H. (2011). Meta-analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance. Human Resource Development Quarterly, 22, 127-152. doi:10.1002/hrdq.20070
Avey, J. B., Wernsing, T. S., & Palanski, M. E. (2012). Exploring the process of ethical leadership: The mediating role of employee voice and psychological ownership. J Bus Ethics, 107, 21-34. doi:10.1007/s10551-012-1298-2
Aquino, K., & Reed, A. (2002). The self-importance of moral identity. Journal of Personality and Social Psychology, 83(6), 1423-1440. doi:10.1037/0022-3514.83.6.1423
Aquino, K., Freeman, D., Reed, I. I., Lim, V. K., & Felps, W. (2009). Testing a social-cognitive model of moral behavior: The interactive influence of situations and moral identity centrality. Journal of Personality and Social Psychology, 97(1), 123-138. doi:10.1037/a0015406
Bakker, A. B., & Demerouti, E. (2017). Job demands–resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273-285.
Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice Hall.
Bedi, A., Alpaslan, C. M., & Green S. (2016). A Meta-analytic review of ethical leadership outcomes and moderators. J Bus Ethics, 139, 517-536. doi:10.1007/s10551-015-2625-1
Benevene, P., Corso, L., De Carlo, A., Falco, A., Carluccio, F., & Vecina, M. L. (2018). Ethical leadership as antecedent of job satisfaction, affective organizational commitment and intention to stay among volunteers of non-profit organizations. Front. Psychol, 9:2069. doi:10.3389/fpsyg.2018.02069
Blau, P. M. (1964). Exchange and power in social life. New York, NY: Wiley.
Bonner, J. M., Greenbaum, R. L., & Mayer, D. M. (2016). My boss is morally disengaged: The role of ethical leadership in explaining the interactive effect of supervisor and employee moral disengagement on employee behaviors. J Bus Ethics, 137(4), 731-742. doi:10.1007/s10551-014-2366-6
Bouckenooghe, D., Zafar, A., & Raja, U. (2015). How ethical leadership shapes employees’ job performance: The mediating roles of goal congruence and psychological capital. J Bus Ethics, 129(2), 251–264. doi:10.1007/s10551-014-2162-3
Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 16, 595-616.
Brown, M. E., & Treviño, L. K. (2014). Do role models matter? An investigation of role modeling as an antecedent of perceived ethical leadership. J Bus Ethics, 122, 587-598. doi:10.1007/s10551-013-1769-0
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behaviour and Human Decision Processes, 97(2), 117-134.
Brown, M. & Mitchell, M. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20, 583-616. doi: 10.5840/beq201020439.
Cammann, C., Fichman, M., Jenkins, D., & Klesh, J. (1979). The Michigan Organizational Assessment Questionnaire. University of Michigan Ann Arbor, MI., unpublished manuscript.
Chaudhary, S., & Chaudhari, S. (2015). Relationship between psychological capital, job satisfaction and turnover intention of bank Employees. Indian Journal of Health and Wellbeing, 6(8), 816-819.
Chaudhary, S., Bidlan, J. S., & Darolia, C. R. (2015). A study of relationship of psychological capital with job satisfaction and turnover intention of LIC employees. Indian Journal of Health and Wellbeing 6(7), 692-695.
Chen, S. (2015). The relationship of leader psychological capital and follower psychological capital, job engagement and job performance: a multilevel mediating perspective. The International Journal of Human Resource Management, 26(18), 2349-2365, doi:10.1080/09585192.2015.1020443
Chen, S., Shih, C., & Chi, N, (2018). A multilevel job demands–resources model of work engagement: Antecedents, consequences, and boundary conditions. Human Performance, 31(5), 282-304, doi:10.1080/08959285.2018.1531867
Cheng, J. W., Chang, S. C., Kuo, J. H., & Cheung, Y. H. (2014). Ethical leadership, work engagement, and voice behavior. Industrial Management & Data Systems, 114 (5), 817-831. doi:10.1108/IMDS-10-2013-0429
Chughtai, A., Byrne, M., & Flood, B. (2015). Linking ethical leadership to employee well-being: The role of trust in supervisor. J Bus Ethics, 128, 653–663. doi:10.1007/s10551-014-2126-7
Costa, P., Passos, A., & Bakker, A. (2014). Empirical validation of team work engagement construct. Journal of Personnel Psychology, 13(1), 34-45. doi:10.1027/1866-5888/a000102
Costantini, A., De Paola, F., Ceschi, A., Sartori, R., Meneghini, A. M., & Di Fabio, A. (2017). Work engagement and psychological capital in the Italian public administration: A new resource-based intervention programme. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 43, a1413. doi:10.4102/sajip.v43i0.1413
Da, S., He, Y., & Zhang, X. (2020). Effectiveness of psychological capital intervention and its influence on work-related attitudes: Daily online self-learning method and randomized controlled trial design. Int. J. Environ. Res. Public Health, 17, 8754. doi.org/10.3390/ijerph17238754
Day, D. V. (Ed.). (2014). The Oxford handbook of leadership and organizations. Oxford University Press, USA.
Demirtas, O. (2015). Ethical leadership influence at organizations: Evidence from the field. J Bus Ethics, 126, 273-284. doi:10.1007/s10551-013-1950-5
Demirtas, O., Hannah, S., Gok, K., Arslan, A., & Capar, N. (2017). The moderated influence of ethical leadership, via meaningful work, on followers’ engagement, organizational identification, and envy. J Bus Ethics, 145, 183-199. doi:10.1007/s10551-015-2907-7
Den Hartog, D., & Belschak, F. (2012). Work engagement and Machiavellianism in the ethical leadership process. J Bus Ethics. 107, 35-47. doi:10.1007/s10551-012-1296-4
Egorov, M., Kalshoven, K., Verdorfer, A. P., & Peus, C. (2020). It’s a match: Moralization and the effects of moral foundations congruence on ethical and unethical leadership perception. J Bus Ethics. 167(4), 707-723.
Eid, J., Mearns, K., Larsson, G., Laberg, J. C., & Johnsen, B. H. (2012). Leadership, psychological capital and safety research: Conceptual issues and future research questions. Safety Science 50(1), 55-61. doi:10.1016/j.ssci.2011.07.001.
Eisenbeiß, S. A., & Giessner, S. R. (2012). The emergence and maintenance of ethical leadership in organizations: A question of embeddedness? Journal of Personnel Psychology, 11(1), 7-19. doi:10.1027/1866-5888/a000055
Fehr, R., Yam, K. C. S., & Dang, C. (2015) Moralized leadership: the construction and consequences of ethical leader perceptions. Acad Manage Rev 40, 182-209. doi:10.5465/amr.2013.0358
Filho, A., Ferreira, M., & Valentini, F. (2019). Validity evidence of the ethical leadership behavior scale (ELBS). Psico-USF 2(2), 349-359. doi:10.1590/1413-82712019240211.
Froman, L. (2010). Positive psychology in the workplace. Journal of Adult Development, 17, 59-69. doi:10.1007/s10804-009-9080-0.
Gan, C. (2018). Ethical leadership and unethical employee behavior: A moderated mediation model. Social Behavior and Personality, 46(8), 1271-1284. doi:10.2224/sbp.7328
Gooty, J., Gavin, M., Johnson, P. D., Frazier, M. L., & Snow, D. B. (2009). In the eyes of the beholder: Transformational leadership, positive psychological capital, and performance. Journal of Leadership & Organizational Studies, 15(4), 353-367. doi:10.1177/1548051809332021
Gupta, M., & Shaheen, M. (2017). Impact of work engagement on turnover intention: moderation by psychological capital in India. Business: Theory and Practice, 18, 136-143. doi:10.3846/btp.2017.014
Haller, D., Fischer, P., & Frey, D. (2018). The power of good: A leader’s personal power as a mediator of the ethical leadership-follower outcomes link. Front. Psychol. 9:1094 doi:10.3389/fpsyg.2018.01094
Hakanen, J., & Schaufeli, W. (2012). Do burnout and work engagement predict depressive symptoms and life satisfaction? A three-wave seven-year prospective study. Journal of Affective Disorders, 141, 415-424. doi:10.1016/j.jad.2012.02.043.
Hassan, S., Wright, B. E., & Yukl, G. (2014). Does ethical leadership matter in government? Effects on organizational commitment, absenteeism, and willingness to report ethical problems. Public Admin Rev, 74: 333-343. doi.org/10.1111/puar.12216
Henrich, J., Heine, S. J., & Norenzayan, A. (2010). Most people are not WEIRD. Nature, 466(7302), 29. doi: 10.1038/466029a
Hertz, S., & Krettenauer, T. (2016). Does moral identity effectively predict moral behavior?: A meta-analysis. Review of General Psychology, 20. doi:10.1037/gpr0000062.
Hernandez, M., Eberly, M. B., Avolio, B. J., & Johnson, M. D. (2011). The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory. The Leadership Quarterly,22(6), 1165-1185
Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. B. (2011). Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure. Leadership Quarterly, 22(1), 51-69. doi:10.1016/j.leaqua.2010.12.007
Kluemper, D. H., Little, L. M., & DeGroot, T. (2009). State or trait: Effects of state optimism on job-related outcomes. Journal of Organizational Behavior, 30, 209-231. doi:10.1002/job.591.
Koeslag-Kreunen, M., Van den Bossche, P., Hoven, M., Van der Klink, M., & Gijselaers, W. (2018). When leadership powers team learning: A meta-analysis. Small Group Research, 49(4), 475–513. doi: 10.1177/1046496418764824
Köse, S. D., Köse, T., & Uğurluoğlu, Ö. (2018). The antecedent of organizational outcomes is psychological capital. Health & Social Work, 43(3), 155-164. doi:10.1093/hsw/hly020
Kuada, J. (2010). Culture and leadership in Africa: A Conceptual model and research agenda. African Journal of Economic and Management Studies, 1(1), 9-24. doi:10.1108/20400701011028130.
Kukutschka, R. M. B. (2014). Overview of corruption in Malawi. Transparency International
Kwok, S. Y. C. L., Cheng, L. & Wong, D. F. K. (2015). Family emotional support, positive psychological capital and job satisfaction among Chinese white-collar workers. J Happiness Stud 16, 561-582. doi:10.1007/s10902-014-9522-7
Lam, L., Loi, R., Chan, K., & Liu, Y. (2016). Voice more and stay longer: how ethical leaders influence employee voice and exit intentions. Business Ethics Quarterly, 26(3), 277-300. doi:10.1017/beq.2016.30
Leavitt, K., Zhu, L., & Aquino, K. (2016). Good without knowing it: Subtle contextual cues can activate moral identity and reshape moral intuition. J Bus Ethics, 137, 787-800.
Luthans, F. (2002). The need for and meaning of positive organizational behavior. Journal of Organizational Behavior, 23, 695-706. doi:10.1002/job.165
Luthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007a). Positive psychological capital: Measurement and relationship with performance and satisfaction. Personnel Psychology, 60, 541-572. doi:10.1111/j.1744-6570.2007.00083.x
Luthans, F., Youssef, C. M., & Avolio, B. J. (2007b). Psychological capital: Developing the human competitive edge. Oxford, UK: Oxford University Press.
Macey, W., & Schneider, B. (2008). The Meaning of employee engagement. Industrial and Organizational Psychology, 1, 3-30. doi:10.1111/j.1754-9434.2007.0002.x.
Macey, W. H., Schneider, B., Barbera, K. M., & Young, S. A. (2009). Employee engagement: Tools for analysis, practice, and competitive advantage. Wiley-Blackwell.
Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. (2009). How does ethical leadership flow? Test of a trickledown model. Organizational Behavior and Human Decision Processes, 108, 1-13. doi:10.1016/j.obhdp.2008.04.002
Ministry of Finance, Economic Planning and Development. (2017). Malawi Growth and Development Strategy III. Lilongwe, Malawi: Ministry of Finance, Economic Planning and Development.
Moon, K. K., & Jung, C. (2018). Management representativeness, ethical leadership, and employee job satisfaction in the U.S. Federal Government. Public Personnel Management.47(3), 265-286. doi:10.1177/0091026018767480
Moore, C., Mayer, D. M., Chiang, F. F. T., Crossley, C., Karlesky, M. J., & Birtch, T. A. (2019). Leaders matter morally: The role of ethical leadership in shaping employee moral cognition and misconduct. Journal of Applied Psychology, 104(1), 123-145. doi:10.1037/apl0000341
National Planning Commission. (2020). Malawi 2063. Lilongwe, Malawi: National Planning Commission.
Nisbett, R. E., & Wilson, T. D. (1977). The halo effect: Evidence for unconscious alteration of judgments. Journal of Personality and Social Psychology, 35(4), 250-256.
Office of President and Cabinet. (2018). Malawi Public Service Management Policy 2018-2022. Lilongwe, Malawi: Office of President and Cabinet.
Ogunfowora, B. (2014). The impact of ethical leadership within the recruitment context: The roles of organizational reputation, applicant personality, and value congruence. Leadership Quarterly, 25(3), 528-543. doi:10.1016/j.leaqua.2013.11.013
Özden, D., Arslan, G. G., Ertuğrul, B., & Karakaya, S. (2019). The effect of nurses’ ethical leadership and ethical climate perceptions on job satisfaction. Nursing Ethics, 26(4),1211-1225. doi:10.1177/0969733017736924
Páez, I., & Salgado, E. (2016), When deeds speak, words are nothing: a study of ethical leadership in Colombia. Business Ethics: A European Review, 25, 538-555. doi:10.1111/beer.12130
Piccolo, R. F., Greenbaum, R., Den Hartog, D. N., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31, 259-278. doi:10.1002/job.627
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. J. Appl. Psychol, 88, 879-903. doi:10.1037/0021-9010.88.5.879
Podsakoff, P. M., & Organ, D. W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12, 531-544. doi:10.1177/014920638601200408
Public Service Reforms Commission. (2015). Making Malawi work: Final report. Lilongwe, Malawi: Public Service Reforms Commission.
Pucic, J. (2015). Do as I say (and do): Ethical leadership through the eyes of lower ranks. J Bus Ethics 129, 655-671. doi:10.1007/s10551-014-2190-z
Qing, M., Asif, M., Hussain, A., & Jameel, A. (2019). Exploring the impact of ethical leadership on job satisfaction and organizational commitment in public sector organizations: the mediating role of psychological empowerment. Rev Manag Sci, 14, 1405-1432. doi:10.1007/s11846-019-00340-9
Rasmussen, P. E. (2018). African economic outlook country note: Malawi. African Development Bank.
Reed, A., & Aquino, K. (2003). Moral identity and the expanding circle of moral regard toward out-groups. Journal of Personality and Social Psychology, 84(6), 1270-1286. doi:10.1037/0022-3514.84.6.1270.
Rego, A., Sousa, F., Maeques, C., & Pina e Chuna, M. (2012). Authentic leadership promoting employees’ psychological capital and creativity. Journal of Business Research, 65, 429-437.
Resick, C. J., Hargis, M. B., Shao, P., & Dust, S. B. (2013). Ethical leadership, moral equity judgments, and discretionary workplace behavior. Human Relations, 66(7), 951-972. doi:10.1177/0018726713481633
Saks, A. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21, 600-619. doi:10.1108/02683940610690169.
Schaufeli, W. B., Salanova, M., González-romá, V., & Bakker. A. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3, 71-92. doi:10.1023/A:1015630930326
Schaufeli, W. B., Bakker, A., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and Psychological Measurement, 66, 701-716. doi:10.1177/0013164405282471
Schaufeli, W. & Salanova, M. (2006). Work engagement. An emerging psychological concept and its implications for organizations. Research in social issues in management (volume 5): Managing social and ethical issues in organizations. 135-177.
Sharf, R. S. (2002). Applying career development theory to counseling (3rd ed.). Pacific Grove, CA: Brooks/Cole.
Sheng, X., Wang, Y., Hong, W., Zhu, Z., & Zhang, X. (2019). The curvilinear relationship between daily time pressure and work engagement: The role of psychological capital and sleep. International Journal of Stress Management, 26(1), 25-35. doi:10.1037/str0000085
Skubinn, R., & Herzog, L. (2016). Internalized moral identity in ethical leadership. J Bus Ethics, 133, 249-260. doi:10.1007/s10551-014-2369-3
Snyder, C. R. (2002). Hope theory: Rainbows in the mind. Psychological Inquiry, 13, 249-276.
Spector, P. (1997). Job Satisfaction: Application, Assessment, Causes and Consequences. Thousand Oaks, CA: Sage.
Teo, S. T. T., Nguyen, T. N. D., Grover, S., & Pick, D. (2017). Engagement and positive experience at work: an ethical leadership perspective. Academy of Management Proceedings. 2017. 10291. doi:10.5465/AMBPP.2017.133.
Thompson, K. R, Lemmon, G., & Walter, T. J. (2015). Employee engagement and positive psychological capital. Organizational Dynamics 44(3), 185-195. doi:10.1016/j.orgdyn.2015.05.004.
Treviño, L. K., and Brown, M. E. (2014). Ethical leadership, in The Oxford Handbook of Leadership and Organizations, ed D. V. Day (New York, NY: Oxford University Press), 524–538.
Tu, Y., Lu, X., & Yu, Y. (2017). Supervisors’ ethical leadership and employee job satisfaction: A social cognitive perspective. J Happiness Stud, 18, 229-245. doi:10.1007/s10902-016-9725-1
Villoria, M., Van Ryzin, G., & Lavena, C. (2013). Social and political consequences of administrative corruption: A study of public perceptions in Spain. Public Administration Review, 73(1), 85-94. doi:10.1111/j.1540-6210.2012.02613.x
Wang, X., Liu, L., Zou, F., Hao, J., & Wu, H. (2017). Associations of occupational stressors, perceived organizational support, and psychological capital with work engagement among Chinese female nurses. BioMed Research International, 2017(2),1-11. doi:10.1155/2017/5284628
Wang, K., & Yin, J. (2020). Effects of work engagement on professional identity of young teachers in China’s ocean colleges- perspective of psychological capital. Journal of Coastal Research, 103(1), 236-239. doi:10.2112/SI103-051.1
Wang, Z., Xing, L., Xu, H., & Hannah, S. T. (2019). Not all followers socially learn from ethical leaders: The roles of followers’ moral identity and leader identification in the ethical leadership process. J Bus Ethics, 170, 449–469. https://doi.org/10.1007/s10551-019-04353-y
Wang, Z., & Xu, H. (2019). When and for Whom Ethical Leadership is More Effective in Eliciting Work Meaningfulness and Positive Attitudes: The Moderating Roles of Core Self-Evaluation and Perceived Organizational Support. J Bus Ethics, 156, 919-940. doi:10.1007/s10551-017-3563-x.
Wimmer, R. D., & Dominick, J. R. (2003). Mass media research: An introduction (7th ed.). Australia: Wadsworth.
Youssef, C. M., & Luthans, F. (2007). Positive organizational behavior in the workplace the impact of hope, optimism, and resilience. Journal of Management, 33, 774-800. doi:10.1177/0149206307305562.
Yukl, G. A. (2002). Leadership in organizations (5th ed.). Englewood Cliffs, NJ: Prentice Hall.
Zhu, W., Treviño, L., & Zheng, X. (2016). Ethical leaders and their followers: The transmission of moral identity and moral attentiveness. Business Ethics Quarterly, 26(1), 95-115. doi:10.1017/beq.2016.11