Ethical leadership and follower organizational deviance: The moderating role of follower moral attentiveness

An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality

“…Despite this consensus, researchers only recently began to ponder whether there are unique moral components of ethical leadership that can explain the ensuing processes through which followers ''change for the better'' (Reynolds 2008;Sharif and Scandura 2014;van Gils et al 2015b). This approach stands in contrast to previous undertakings that often treated ethical leadership as simply being another good type of leadership (cf.…”

“…The underlying reasoning is that the formation and salience of identity facets can change through work context factors such as leadership (Welbourne and Paterson 2017;Zhu et al 2016), which in turn strongly informs behavior (van Knippenberg et al 2004. As such, moral identity is no exception, in that it too is partly considered to be a fluid characteristic rather than a (relatively) fixed and unchanging feature (Jennings et al 2015;Krettenauer and Hertz 2015).…”

“…And thirdly, we want to substantiate the identity rationale by examining its boundaries in greater detail (Spencer et al 2005). To this end, we turn to the social identity model of organizational leadership (SIMOL, Hogg 2001;van Knippenberg and Hogg 2003), which emphasizes that leaders are more effective at influencing subordinates when followers perceive them as group prototypical, i.e., as representing the group. It is then, the theory argues, that leaders speak more authoritatively to followers' identity.…”

The Moral Entrepreneur: A New Component of Ethical Leadership

“…The meta-analytic review of Bedi et al (2016) includes no less than 134 empirical studies on the antecedents and outcomes of ethical leadership. Recent work on the outcomes of ethical leadership includes Zhu et al's (2015) study of the relationship between ethical leadership and follower voice and performance; Zheng et al's (2015) investigation of the effects of ethical leadership on emotional exhaustion of followers; and Van Gils et al's (2015) exploration of the impact of ethical leadership on follower's organizational deviance. Studies of the antecedents of ethical leadership, at both the situational and personal levels, have found that leaders who have had ethical role models are more likely to become ethical leaders (Brown and Treviño 2014).…”

Leadership Integrity and Diversity in the Workplace

“…Zhu, Treviño and Zheng (2016) found that many empirical works focused on the positive impacts of ethical leadership on attitudes of employees, such as job satisfaction and affective commitment of followers (Neubert et al, 2009), along with job behaviors similar to individual and group organizational citizenship behavior (Avey et al, 2012;Mayer et al, 2009), employee voice behavior (Zhu et al, 2015), job performance (Zhu et al, 2015), follower misconduct (Mayer et al, 2010), and follower deviance (van Gils et al, 2015).…”