Research on unethical leadership has predominantly focused on interpersonal and high-intensity forms of harmful leader behavior such as abusive supervision. Other forms of harmful leader behavior such as excessively pressuring subordinates or acting in self-centered ways have received less attention, despite being harmful and potentially occurring more frequently. We propose a model of four types of harmful leader behavior (HLB) varying in intensity (high vs low) and orientation (people/relationships or tasks/goals): Intimidation, Lack of Care, Self-Centeredness, and Excessive Pressure for Results. We map out how these relate to other constructs in the unethical leader behavior field in order to integrate the existing work on how leaders can cause harm to followers. Next, in five studies (N = 35, N = 218, N = 352, N = 160, N = 1921 in 196 teams), we develop and test a new survey instrument measuring the four proposed types of perceived HLB. We provide initial validity evidence for this new measure, establish its psychometric properties, and examine its nomological network by linking the four types of HLB to related leadership constructs and soft and hard outcome correlates at the individual and team level. We find that HLB is negatively related to constructive forms of leadership (e.g., ethical and transformational) and positively to unethical ones (e.g., abusive supervision). HLB is also related in the expected direction to job satisfaction, engagement, psychological safety, knowledge sharing, knowledge hiding, deviance, and objectively recorded team-level stress-related absenteeism.
bResumo O tema da ética nas organizações tem ganhado relevo recentemente. O objetivo deste trabalho foi realizar a adaptação da Escala de Liderança Ética no Trabalho (Kalshoven, Den Hartog, & De Hoogh, 2011). O primeiro estudo apresenta escala traduzida e o teste exploratório da estrutura fatorial com uma amostra de 222 profissionais. Apesar de apresentar 7 fatores (AFE), a estrutura encontrada não correspondente ao modelo original. No estudo 2 (amostra de 3804 profissionais), o ajuste do modelo com estrutura fatorial original da escala foi testado (AFC) e apresentou melhor ajuste que os demais. Para mensurar a validade de construto, a relação da liderança ética com a satisfação com o líder e a supervisão abusiva foi testada. O padrão de relação esperado foi confirmado, sendo encontrada relação positiva com satisfação e negativa com supervisão abusiva. Juntos, os resultados sugerem que a ELET apresenta evidências de validade de construto e boas propriedades psicométricas. Ethical Leadership at Work Scale: validity evidence for the Brazilian version AbstractEthical issues have been a growing concern to organizations. The main goal of this study was to develop a Brazilian version of the Ethical Leadership at Work Scale (Kalshoven, Den Hartog, & De Hoogh, 2011). The first study presents the translated measure and an exploratory study of the factor structure with a sample of 222 employees. Even though the best solution had 7 factors (EFA), the solution found did not correspond to the originally proposed one. In study 2 (sample of 3,804 employees), the goodness of fit of the original factor structure was assessed (CFA). The originally proposed model presented the best fit. In order to assess construct validity, the relationship of ethical leadership with satisfaction with the leader and abusive supervision was measured. Findings confirmed the hypothesized positive relation with satisfaction with the leader and a negative one with abusive supervision. Overall, findings suggest the scale presents good psychometric properties and construct validity. Escala de liderazgo ético en el trabajo: evidencias de validez de la versión brasileñaResumen El tema de la ética en las organizaciones ha ganado recientemente relevancia. El objetivo de ese trabajo fue realizar la adaptación de la Escala de Liderazgo Ético en el Trabajo (Kalshoven, Den Hartog, & De Hoogh, 2011). El primer estudio presenta el test exploratorio de la estructura factorial a partir de una muestra de 222 profesionales. A pesar de presentar 7 factores (AFE), la estructura hallada no corresponde al modelo original. En el estudio 2 (muestra de 3804 profesionales), el ajuste del modelo con la estructura factorial original de la escala fue probado (AFC) y presentó un mejor ajuste en comparación con otros modelos probados. Para medir la validez de constructo, la relación del liderazgo ético con la satisfacción con el líder y la supervisión abusiva fueron probadas. El patrón de relación esperado fue confirmado al encontrarse relación positiva con respecto a la satisfac...
Purpose: Ethical issues have been a growing concern in Brazilian organizations. One of the variables that have been studied in this field is the Ethical climate. Victor and Cullen’s (1988) measure is the one most applied to address this phenomenon. This scale has been criticized because its structure has not been empirically supported and the need for update measures has been highlighted. As an answer to this critique, Arnaud (2010) proposed the Ethical climate index - the ECI. This measure uses Rest’s (1984) model of ethical decision-making as a background. The main goal of this work was to develop a Brazilian version of the ECI. Originality/value: The ECI does not yet have a Brazilian version. Design/methodology/approach: The first study presents the translated measure, an exploratory and confirmatory study of the factorial structure on a sample of 1,306 employees. In Study 2 (sample of 3,087 employees), we performed first and second order confirmatory analyses of the structure found in Study 1 in a different sample. Findings: The original model showed better goodness of fit in both studies. Additionally, relationships with ethical leadership and abusive leadership were identified. Overall, findings suggest the scale presents good psychometrical properties, presenting itself as a good measure to evaluate ethical climate.
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