Ethical leadership, moral equity judgments, and discretionary workplace behavior

Resick, Christian J.; Hargis, Michael B.; Shao, Ping; Dust, Scott B.

doi:10.1177/0018726713481633

Cited by 117 publications

(75 citation statements)

References 65 publications

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“…A growing body of literature suggests that ethical leadership not only helps deter employees from negative moral behavior, such as discretionary workplace behavior, workplace incivility, or organizational deviance (e.g., Miao et al 2012;Resick et al 2013;Taylor and Pattie 2014;van Gils et al 2015a, b) but can also inspire positive employees' behavior, such as OCB (Avey et al 2011;Kacmar et al 2011;Mo and Shi 2017;Newman et al 2014). OCB refers to altruistic, voluntary activities that organizational members undertake outside of their job requirements and Fig.…”

Section: Ethical Leadership and Followers' Organizational Citizenshipmentioning

confidence: 99%

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

et al. 2017

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Despite the proliferation of research on ethical leadership, there remains a limited understanding of how specifically the assumingly moral component of this leadership style affects employee behavior. Taking an identity perspective, we integrate the ethical leadership literature with research on the dynamics of the moral self-concept to posit that ethical leadership will foster a sense of moral identity among employees, which then inspires followers to adopt more ethical actions, such as increased organization citizenship behavior (OCB). We further argue that these identity effects should be more pronounced when leaders are perceived to be group prototypical, as their actions then speak louder to followers' sense of identity. Two studiesa scenario experiment with 138 participants and a field study with 225 employees-provided support for our hypothesized moderated mediation model. Perceived ethical leadership positively affected OCB via followers' moral identity but only under conditions of high perceived leader group prototypicality. We discuss how the identity pathway of ethical leadership can facilitate novel theorizing about moral transference. Our findings also suggest that, when hiring external ethical leaders or training internal managers, practitioners are well advised to consider that these individuals may only be effective in morally transforming followers when they are perceived as prototypical for the group.

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Section: Ethical Leadership and Followers' Organizational Citizenshipmentioning

confidence: 99%

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

et al. 2017

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“…By observing role models' behaviors and the outcomes of these behaviors, individuals establish their knowledge about the causal relationships between these behaviors and consequences, which directs their imitation of such behaviors (Liu, Kwan, Fu, & Mao, 2014;Resick, Hargis, Shao, & Dust, 2013). As originally conceived, social learning via role modeling is an individual learning process.…”

Section: The Multi-level Social Learning Perspective Of Ethical Leadementioning

confidence: 99%

Leveraging the employee voice: a multi-level social learning perspective of ethical leadership

Bai

Lin

Liu

2017

The International Journal of Human Resource Management

101

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Extending social learning theory to a multi-level perspective, this study proposes a theoretical model that investigates both individual and team-level mechanisms that mediate the effect of ethical leadership on employee voice. Specifically, in terms of an individual-level social learning perspective, we suggest that an ethical leader acts as a prototype of a moral person (i.e. an ethical role model). From a team-level social learning perspective, we propose that, as a moral manager, team ethical leadership will foster an ethical climate within the team which will create a moral context that impacts employees' behaviors. In both instances, employee voice behaviors will be enhanced through these mechanisms. Evidencing the importance of the interaction between leader behaviors and context for leader effectiveness, we also show that employees are more likely to regard their ethical leaders as ethical role models in a team that highly values ethical conduct (i.e. high in ethical climate). Results obtained from 47 managers and 211 subordinates in China support our theoretical model. The theoretical and practical implications of our findings are also discussed.

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“…An organization's performance and well-being have been negatively affected by WDB (Resick et al, 2013;Tuna et al, 2016). Other negative consequences include high production costs, inconsistent service quality and pricing, poor service reputation and loss of revenue and profits, (Biron, 2010;Nasir and Bashir, 2012).…”

Section: Introductionmentioning

confidence: 99%

Can Emotional Stability Buffer the Effect of Job Stress on Deviant Behavior?

Ahmad¹,

Omar²,

Radzali³

et al. 2017

American Journal of Applied Sciences

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Abstract:The interrelationships between job stress, WDB and emotional stability have not been studied in a model to comprehend whether emotional stability could weaken the impact of job stress on employee deviant behavior. We tested a model on the moderating role of emotional stability, a personality factor, in the relationship between job stress and workplace deviant behavior. The model was developed based on the general strain theory and the integrated general model of workplace deviant behavior. Structural equation modeling analysis was conducted on survey data from 261 employees from six Malaysian public service agencies. Our results supported the proposed model. The stress-deviance relationship is significant. The stress-deviance linkage is stronger among employees who are less emotionally stable than those who are more emotionally stable. The results suggest that emotional stability as a personality factor plays a vital role in further understanding the impact of job stress on employee deviant behavior. Based on the results, the general strain theory and the integrated general model of workplace deviant behavior could serve as the bases for explaining the stress-deviance relationship and the moderating role of emotional stability.

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Ethical leadership, moral equity judgments, and discretionary workplace behavior

Cited by 117 publications

References 65 publications

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

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

Leveraging the employee voice: a multi-level social learning perspective of ethical leadership

Can Emotional Stability Buffer the Effect of Job Stress on Deviant Behavior?

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