Preventing Model of job stress, emotional exhaustion and deviant behaviors through management, leadership and ethical values

This research was conducted with the purpose of introducing a model for the prevention of job stress, emotional exhaustion and deviant behaviors through ethical values, leadership and management. method of research was correlation (Covariance Matric) and the population was consisted of 7000 employees of the Iranian Metal Company Ltd. From this statistical population, 385 persons were selected to participate in the study using stratified sampling through employee's list of names. The following questionnaires were used to assess research variables: Job Stress Questionnaire (Kahn et al, 1964), Emotional Exhaustion Scale (Maslach & Jackson, 1981), Organizational Deviant Behaviors Questionnaire (Bennett & Robinson, 2000), Higher Management Support for Ethical Behaviors Scale (Viswesvaran et al, 1998), Moral Leadership Questionnaire (Rowold, 2008) and Corporate Ethical Values Questionnaire (Hunt et al, 1989). Data were analyzed using Pearson's correlation coefficient and structure equation modeling. Results revealed that, in the revised final model of this research, top management support with corporate ethical values correlated significantly with moral based leadership, corporate ethical values with moral based leadership, moral based leadership with job stress, job stress, corporate ethical values and moral based leadership with emotional exhaustion, and emotional exhaustion, top management support for ethical behaviors, job stress and corporate ethical values correlated with deviant behaviors. It is argued that through a series of chain relationships, job stress and emotional exhaustion as well as deviant behaviors may be decreased through top management support for ethical behaviors, along with moral based leadership and involvement in ethical values.