Internalized Moral Identity in Ethical Leadership

Skubinn, Rebekka; Herzog, Lisa

doi:10.1007/s10551-014-2369-3

Cited by 42 publications

(26 citation statements)

References 44 publications

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“…This core idea of moral motives being the central driving force behind ethical leader behavior is supported by research showing that ethical leaders are indeed characterized by a higher moral identity (Giessner et al 2015;Mayer et al 2012;Skubinn and Herzog 2016;Zhu et al 2016). Yet, surprisingly, so far there remains limited knowledge about the unique moral processes through which ethical leaders influence followers' OCB (Den Hartog 2015; Ng and Feldman 2015;van Gils et al 2015a, b).…”

Section: Ethical Leadership and Followers' Organizational Citizenshipmentioning

confidence: 91%

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: 91%

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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“…In an empirical study, data from separate field and lab experiments showed that due to ego depletion (personal resources were exhausted due to constant self-control), leaders behaved unethically, if their moral identity was weak, whereas those with a strong moral identity did not behave unethically due to self-regulatory ego depletion (Joosten et al 2014). In another study it was concluded that ethical leaders who consider their moral identity important have a different impact on productively deviant workplace behavior from those whose moral identity is not important (Skubinn & Herzog, 2016). A meta-analysis of 111 studies from diverse academic disciplines such as business, education, sociology, marketing, and developmental psychology showed that an individual's willingness to engage in prosaically and ethical behaviors, and unwillingness to behave antisocially, is strengthened by moral identity (Hertz & Krettenauer, 2016).…”

Section: Substantive Review Of Recent Literaturesmentioning

confidence: 99%

A Missing Link Between Job Autonomy and Unethical Behavior

Ahmed¹,

Shamsi

Aziz

2020

Etikonomi

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The purpose of this paper is to theoretically address a surprising omission in literature by proposing a cognitive mechanism that sanctions individual-level unethical behaviors. This secondary literature-based qualitative study fills a theoretical gap by employing an extensive review of substantive empirical and theoretical literature of the last 15 years. However, those who consider their moral identity necessary for their self-concept are less likely to behave unethically. This proposed process, along with the path suggested by previous studies, in which individuals are having job autonomy feel unconstrained by rules before engaging in unethical behaviors. So, it proposes an underlying cognitive mechanism between job autonomy and unethical behavior. This study implies that it clarifies job autonomy’s role in promoting the negative outcome of employees’ unethical behaviors and informs organizational policymakers about the importance of satisfying the need for job autonomy.JEL Classification: D23, M12, M51, O15How to Cite:Ahmed, A., Shamsi, A. F., & Aziz, M. (2020). A Missing Link Between Job Autonomy and Unethical Behavior. Etikonomi: Jurnal Ekonomi, 19(1), 95 – 118. https://doi.org/10.15408/etk.v19i1.12391.

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“…characteristics and "being someone who has these characteristics is an important part of who I am," suggests that it is more strongly driven from the individual's ethical beliefs than that of the symbolized moral identity, i.e., "I often wear clothes that identify me as having these characteristics," which can be driven from other factors like impression management and social pressure. Accordingly, the empirical studies by Arain et al, (2017) and Skubinn and Herzog, (2016) that have tended to examine the relationship between work-related ethical values, i.e., ethical leadership, and moral identity, focused on the internalized form moral identity only. Furthermore, the internalized form of moral identity is also been found to be a better predictor of prosocial behaviors, such as voice behavior, that has been examined in this research, than the symbolized form of moral identity Reed II 2002, Kennedy et al 2017).…”

Section: Moral Identitymentioning

confidence: 99%

How and when Islamic work ethic (IWE) leads to employee promotive and prohibitive voice? The interplay of employee moral identity and perceived voice opportunity

Hameed

Bhatti

Khan

et al. 2020

IMEFM

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Purpose This study aims to examine the moderated-mediation effects of employees’ Islamic work ethic (IWE) on their promotive and prohibitive forms of constructive voice behaviors through the integrated frameworks of social identity theory and self-consistency theory. Design/methodology/approach Using two-source data collection from employees and supervisors, data were collected from 217 participants working in various companies in the Kingdom of Saudi Arabia. After initial data screening, a confirmatory factor analysis was conducted to test for the factorial validity of the used measures with AMOS. The hypothesized relationships were tested in the PROCESS macro for SPSS. Findings The results of this study supported the integration of social identity theory with self-consistency theory in explaining the indirect effects of employees’ IWE on their promotive and prohibitive forms of constructive voice behaviors through the mediation of moral identity. Furthermore, this study also indicated that the indirect effect was conditional on the employees’ perceptions of perceived voice opportunity, which significantly moderated the relationship between their moral identity and their prohibitive voice. However, no such effect was recorded for promotive voice. Originality/value This study is the first that explains how and when employees’ IWE leads them to exhibit promotive and prohibitive voice behaviors through the mediation of moral identity and the moderation of perceived voice opportunity. Thus, this study contributes to the IWE, moral identity and employee voice literature by addressing questions with useful theoretical and managerial implications for employees’ promotive and prohibitive forms of constructive voice behaviors in the workplace.

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Internalized Moral Identity in Ethical Leadership

Cited by 42 publications

References 44 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

A Missing Link Between Job Autonomy and Unethical Behavior

How and when Islamic work ethic (IWE) leads to employee promotive and prohibitive voice? The interplay of employee moral identity and perceived voice opportunity

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