Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership

Avey, James B.; Wernsing, Tara S.; Palanski, Michael

doi:10.1007/s10551-012-1298-2

Cited by 389 publications

(378 citation statements)

References 97 publications

(108 reference statements)

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“…Also, Study 2 tests for interaction effects which are not subject to inflation by measurement error (Busemeyer and Jones 1983;Wall et al 1996), and we show a similar mediational pattern in two studies which increases the confidence in the validity and robustness of the findings. Despite its limitations, our study provides insights into the role of engagement and identity processes in the relationship between ethical leadership and (counter)productive work behavior and complements previous studies in the domain of ethical leadership (see, for example, Avey et al 2012). It also calls for attention to the authenticity of the displayed leader behavior.…”

Section: Limitations and Future Researchmentioning

confidence: 53%

Work Engagement and Machiavellianism in the Ethical Leadership Process

2012

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Leaders who express an ethical identity are proposed to affect followers' attitudes and work behaviors. In two multi-source studies, we first test a model suggesting that work engagement acts as a mediator in the relationships between ethical leadership and employee initiative (a form of organizational citizenship behavior) as well as counterproductive work behavior. Next, we focus on whether ethical leadership always forms an authentic expression of an ethical identity, thus in the second study, we add leader Machiavellianism to the model. For Machiavellian leaders, the publicly expressed identity of ethical leadership is inconsistent with the privately held unethical Machiavellian norms. Literature on surface acting suggests people can at least to some extent pick up on such inauthentic displays, making the effects less strong. We thus argue that the positive effects of ethical leader behavior are likely to be suppressed when leaders are highly Machiavellian. Support for this moderated mediation model was found: The effects of ethical leader behavior on engagement are less strong when ethical leaders are high as opposed to low on Machiavellianism.

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Section: Limitations and Future Researchmentioning

confidence: 53%

Work Engagement and Machiavellianism in the Ethical Leadership Process

2012

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“…According to a study done by Avey et al (2012), ethical leadership affects the feeling of well-being of employees and their job satisfaction. Employees are under the guidance of an ethical leader optimistic, confident and realize that they have an impact on what is happening in the company.…”

Section: Nature and Consequences Of Ethical Leadershipmentioning

confidence: 99%

Are Managers in Slovakia Ethical Leaders? Key Findings on the Level of Ethical Leadership in the Slovak Business Environment

Lašáková

Remišová

Kirchmayer

2017

Period. Polytech. Soc. Man. Sci.

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“…Researchers have highlighted multiple mechanisms, including the work environment (poor ETHICAL LEADERSHIP AND REPUTATION 4 working conditions: Stouten, Baillien, Van den Broeck, Camps, De Witte & Euwema, 2010; ethical climate and culture: Neubert, Carlson, Kacmar, Roberts & Chonko, 2009;Mayer, Kuenzi & Greenbaum, 2010;Schaubroeck et al, 2012;Shin, 2012), job characteristics (workload: Stouten et al, 2010; task significance and autonomy: Piccolo, Greenbaum, Den Hartog & Folger, 2010) and employees' (individually or as a group) trust in leader (Newman, Kiazad, Miao & Cooper, 2013) work engagement (Den Hartog & Belschak, 2012), well-being (Kalshoven & Boon, 2012), voice (Avey, Wernsing & Palanski, 2012;Walumbwa, Morrison & Christensen, 2012), psychological ownership (Avey et al, 2012), safety (Walumbwa & Schaubroeck, 2009), and conscientiousness (Walumbwa et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance

Neves

Story

2013

J Bus Ethics

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The interest in ethical leadership has grown in the past few years, with an emphasis on the mechanisms through which it affects organizational life. However, research on the boundary conditions that limit and/or enhance its effectiveness is still scarce. Thus, the present study examines the relationship between ethical leadership and affective commitment to the organization, as a reflection of the quality of the employee-organization relationship (EOR) and proposes this relationship is conditional on the supervisor's personal reputation for performance (i.e., the moral standards are coupled with work effectiveness). Moreover, we propose the interaction effect of ethical leadership and reputation for performance on affective commitment to the organization has carryover effects for organizational deviance. Using a sample of 229 employees and their respective supervisors from 18 organizations we confirmed our hypotheses.Our findings suggest that ethical leadership is positively related to employees' affective commitment to the organization, particularly when supervisor's reputation for performance is high, which in turn is associated with decreased organizational deviance. The theoretical and practical implications of these findings conclude the paper.

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Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership

Cited by 389 publications

References 97 publications

Work Engagement and Machiavellianism in the Ethical Leadership Process

Work Engagement and Machiavellianism in the Ethical Leadership Process

Are Managers in Slovakia Ethical Leaders? Key Findings on the Level of Ethical Leadership in the Slovak Business Environment

Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance

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