Whistle blowing, Ethical leadership, Leader–member exchange, Moral intensity of the issue (magnitude of consequences),

The paper reports the development of a scale to measure the quality of interaction between leaders and members in line with the leader member exchange/vertical dyad linkage theorization of Dansereau, Graen, and Haga (1979, incorporating the suggestions of Dienesch and Liden (1986). Construct definitions were developed and items were generated and evaluated for content validity. A varimax rotated factor analysis of the data yielded only 2 of the proposed 3 factors-perceived contribution and affect. The two subscales documented factor stability and high reliability coefficients. Within-and between-groups analysis found support for dyadic nature of interaction. The implications of the results are discussed and conclusions are drawn about the new scale.

Purpose-The purpose of this paper is to explore, deriving from social exchange theory, the process paths between leader-member exchange (LMX) and subordinate outcomes (satisfaction and commitment). LMX is conceptualized as a two-dimensional construct, consisting of LMX-Contribution and LMX-Affect. The two dimensions are hypothesized to have differential impact on subordinate outcomes. Procedural and distributive justice perceptions are hypothesized to mediate the relationship of LMX with subordinate outcomes, and voice is hypothesized to mediate the relationship of LMX with procedural justice. Additionally, alternate models based on the primacy of the procedures are tested. Design/methodology/approach-The study reports responses of 295 professionals from 30 software organizations operating in different parts of India. Data were collected by means of a structured questionnaire containing standard scales of LMX, distributive, and procedural justice, voice, satisfaction and commitment. After establishing the psychometric properties of the measures, path analysis of the hypothesized and alternate models was conducted using structural equation modeling (SEM). Findings-Overall, results provided support for most of the hypotheses with a few exceptions. Specifically, LMX led to distributive justice through procedural justice-a finding consistent with the "procedural primacy hypothesis". Research limitations/implications-The results have implications for LMX interventions. However, the results are to be viewed in the light of common method variance and same source bias. Originality/value-The paper is of value in that its results indicate that the negative effect of work-group differentiation can be neutralized if the leader uses voice mechanisms for improving procedural justice. Also, this study adds to the literature by testing the proposed model in the Indian setting, thus providing some empirical cross-cultural validity to LMX-subordinate outcomes relationships.

PurposeIt has been proposed that issues of justice and equity should be incorporated in the dyadic study of leadership (LMX) for predicting subordinate outcomes, as both the theories are based on social exchange. This research had two objectives: to assess the impact of two dimensions of LMX – contribution and affect – on citizenship behavior and to test the mediating impact of the three types of justice – distributive, procedural and interactional – on the LMX‐citizenship relationship.Design/methodology/approachThe study reports responses of 306 professionals from 30 software organizations operating in different parts of India. Data were collected on a structured questionnaire containing standard scales of LMX, citizenship behavior, distributive, procedural and interactional justice. After establishing the psychometric properties of the scales, hypotheses were tested through statistical analysis of the data. Proposed mediation hypotheses were tested using Baron and Kenny's recommendations.FindingsResults indicate that contribution dimension of LMX is more likely to predict citizenship behavior than the affect dimension of LMX. Further, procedural and interactional justices fully mediate the relationship of perceived contribution with citizenship behavior. However, distributive justice does not mediate this relationship.Research limitations/implicationsThe limitations of common method bias and cross sectional data are discussed in light of implications for future research. The results have implications for LMX enhancement interventions. In general enhancing work related interaction through guiding coaching or delegation can result in higher‐level employee outcomes.Originality/valueIdentifies how the two theories work in tandem to predict citizenship behavior.

Research on leadership generally discusses the normative and strategic perspectives of leadership separately. However, in the context of stakeholder theory and corporate sustainability, researchers and practitioners have called for the integration of these two seemingly disparate perspectives to create a hybrid leadership framework. In this regard, theoretical work on responsible leadership (RL) combines the disciplines of ethics and strategy to propose integrative behaviors. Nonetheless, RL mostly has been explored as a one-dimensional concept with stakeholder welfare as the focus. Although this aspect is salient, leaders must display other ethical and strategic behaviors to respond to the changing demands of business. Therefore, we combine such behaviors into one RL framework. Through a strategic lens, we define the first two dimensions of RL as sustainable growth focus and multistakeholder consideration. Furthermore, these goal-setting behaviors are looked upon as genuine when they depend on leaders’ ethical behaviors. Therefore, we consider ethical leadership to be an inherent part of RL through the dimensions of the moral person and moral manager. Across four quantitative studies, we test the construct validity of the suggested four-factor structure of RL as well as its ability to predict relevant organizational outcomes such as individual followers’ moral courage and citizenship behaviors toward stakeholders.