Ethical Leadership Perceptions: Does It Matter If You’re Black or White?

Marquardt, Dennis J.; Brown, Lee Warren; Casper, Wendy J.

doi:10.1007/s10551-016-3250-3

Cited by 18 publications

(20 citation statements)

References 59 publications

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“…Further, the scope of our research question did not include antecedents to ethical leadership. A great deal of research has investigated outcomes, but few articles have given practitioners insight into the predictors of ethical leadership (exceptions include Relational systems theory and ethical leadership Marquardt et al, 2018;Mayer et al, 2012). Finally, in this paper we only examined follower perceptions of their relationship with their supervisors.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Integrating relational systems theory with ethical leadership: how ethical leadership relates to employee turnover intentions

Marquardt

Manegold

Brown

2021

LODJ

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PurposeAs ethical leadership has advanced as a construct, the degree to which healthy relational systems explain its effect on employee outcomes has been understudied. With this manuscript we conceptualize and test a model based on a Relational Systems approach to ethical leadership and its relationship with conflict and turnover intentions.Design/methodology/approachTwo studies were conducted to test our hypothesized first- and second-stage moderated mediation model. In Study 1, online surveys were completed by 168 working adults across two different time points. Study 2 extended Study 1 by surveying 115 working adults across three time points using the Mechanical Turk platform.FindingsThe indirect relationship between ethical leadership and turnover intentions via relationship conflict was conditional based on follower moral identity. The negative influence of ethical leadership on relationship conflict and, in turn, turnover intentions was stronger for followers who had higher moral identities. In addition, our findings suggest that leader holding behaviors strengthen the negative indirect effects of ethical leadership on turnover intentions.Originality/valueThis paper demonstrates the usefulness of a Relational Systems theoretical approach to understanding ethical leadership. Specifically, ethical leaders, through their desire and ability to help employees feel known and not alone at work, are better able to reduce relationship conflict and, in turn, reduce employees' desire to leave the organization.

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Section: Limitations and Future Researchmentioning

confidence: 99%

Integrating relational systems theory with ethical leadership: how ethical leadership relates to employee turnover intentions

Marquardt

Manegold

Brown

2021

LODJ

Self Cite

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“…Certain factors can act as "substitutes for leadership" and influence the effect of leadership [51]. Subordinates tend to combine managers' moral performance with contextual clues in organizations [52,53]. If the two are consistent, the impact of ethical leadership will be magnified.…”

Section: Theoretical Contributionsmentioning

confidence: 99%

Ethical Leadership as the Reliever of Frontline Service Employees’ Emotional Exhaustion: A Moderated Mediation Model

Zhou¹,

Sheng²,

He³

et al. 2020

IJERPH

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Based on the conservation of resources theory, this study aims to create new knowledge on the antecedents of emotional exhaustion. We explore the internal mechanism and boundary conditions of the impact of ethical leadership on emotional exhaustion, using data gathered from 460 frontline service employees at an airport in China. Employees completed questionnaires regarding ethical leadership, emotional exhaustion, organizational embeddedness, job satisfaction, and demographic variables. After controlling for the effects of demographic variables and company tenure, ethical leadership was found to have a negative impact on emotional exhaustion (β = −0.128, p < 0.01), and to be positively related to organizational embeddedness (β = 0.518, p < 0.01). After adding in the mediating variable (organizational embeddedness), the effect of ethical leadership on emotional exhaustion was no longer significant (β = 0.012, ns), while organizational embeddedness emerged as significantly related to emotional exhaustion (β = −0.269, p < 0.01), implying that the effect of ethical leadership on emotional exhaustion was completely mediated by organizational embeddedness. Simultaneously, the results suggested that job satisfaction could strengthen the mediating effect of organizational embeddedness on emotional exhaustion (the difference in the mediating effect between the groups with respective high and low job satisfaction was −0.096, p < 0.05). This study proposed and validated a moderated mediation model, the implications of which are that ethical leadership is an effective way to alleviate frontline service employees’ emotional exhaustion.

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“…In today's rapidly changing business environment, leaders must make ethical decisions on a regular basis (Hsieh, 2017;Khokhar & Zia-ur-Rehman, 2017) and function as ethical leaders to promote, sustain, and maintain ethical behavior in followers (Jeewon, Jung Hyun, Yoonjung, Pillai, & Se Hyung, 2018;Kalshoven, Den Hartog, & De Hoogh, 2011;Northouse, 2013). Continual scandals in business and public sectors over the last decades have increased interest in ethical leadership (Khokhar & Zia-ur-Rehman, 2017;Marquardt, Brown, & Casper, 2018). The increase in the importance of ethics in business and management has led many scholars to focus on ethical leadership behavior (Ardelean, 2015;Eubanks, Brown, & Ybema, 2012;Javed, Rawwas, Khandai, Shahid, & Tayyeb, 2018;Mayer, Kuenzi, Greenbaum, Bardes, & Salvador, 2009;Northouse, 2013;Resick et al, 2011;Trevino, den Nieuwenboer, & Kish-Gephart, 2014).…”

Section: Introductionmentioning

confidence: 99%

Accountability and Moral Competence Promote Ethical Leadership

Ghanem¹,

Castelli²

2019

JVBL

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Accountability and moral competence are two factors that may have a positive effect on ethical leadership in organizations. This study utilized a survey methodology to investigate the relationship among accountability, moral competence, and ethical leadership in a sample of 103 leaders from a variety of industries and different countries. Accountability was found to be a significant positive predictor of ethical leadership. Moral competence was also found to moderate this relationship such that increases in moral competence enhanced the positive effects of accountability on ethical leadership. The results of the study suggest that organizations can increase ethical leadership throughout the company via accountability (especially selfaccountability) and moral competence by training their leaders to use self-monitoring behaviors and increasing moral education.

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Ethical Leadership Perceptions: Does It Matter If You’re Black or White?

Cited by 18 publications

References 59 publications

Integrating relational systems theory with ethical leadership: how ethical leadership relates to employee turnover intentions

Integrating relational systems theory with ethical leadership: how ethical leadership relates to employee turnover intentions

Ethical Leadership as the Reliever of Frontline Service Employees’ Emotional Exhaustion: A Moderated Mediation Model

Accountability and Moral Competence Promote Ethical Leadership

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