Leader’s morality, prototypicality, and followers’ reactions

Giannella, Valeria Amata; Pagliaro, Stefano; Barreto, Manuela

doi:10.1016/j.leaqua.2021.101596

Cited by 7 publications

(4 citation statements)

References 56 publications

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“…Groups serve as "moral anchors" (Ellemers, 2017) that provide individuals with normative guidelines about the proper way to behave in order to be considered a good group member and to earn the respect of the group (Ellemers et al, 2013). This behavioral regulation function of morality has been confirmed, for instance, with regard to group norms and social influence (e.g., Ellemers et al, 2008;Pagliaro et al, 2011), reactions to ingroup deviance (e.g., Pagliaro et al, 2016), whistleblowing (Dungan et al, 2019;Pacilli et al, 2022), leadership and leader endorsement (e.g., Giannella et al, 2022;Wang & Li, 2019), effects of ethical climate on employee reactions (e.g., Pagliaro et al, 2018;Teresi et al, 2019), and group feedback and criticism (Rösler et al, 2023).…”

Section: The Primacy Of Morality In Social Judgment and Its Regulator...mentioning

confidence: 86%

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Moral and ethical conduct (and their absence) in groups, politics, and society: Introduction to the special issue

Pagliaro

Gkinopoulos

Pacilli

2023

Group Processes & Intergroup Relations

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Morality—broadly defined as the distinction between “right” and “wrong” ways to behave—represents one of the most important and appealing inquiries within the realm of social sciences. Past research has consistently shown that morality dominates social perception and serves regulatory functions that help individuals define their social identities, regulate intragroup dynamics, and shape intergroup and political relations. We introduce a special issue that presents 10 articles that center on the theme of morality as a tool for regulating social life at different levels. These articles can be broadly organized into three interrelated macrothemes: intragroup processes, intergroup processes, and political processes. The research studies described in the special issue highlight the societal and political implications of morality; in particular, these studies allow us to map out particular strategies and policy recommendations aimed at diminishing the negative and enhancing the positive implications of morality, and at avoiding moral conflicts.

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Section: The Primacy Of Morality In Social Judgment and Its Regulator...mentioning

confidence: 86%

“…The perceived morality of a leader plays a very significant role in warranting followers’ support and endorsement (e.g., Giannella et al, 2022). The article by Ronay et al which closes this first section on intragroup processes, examines the conditions under which politicians are not supported by their followers.…”

Section: The Special Issuementioning

confidence: 99%

Moral and ethical conduct (and their absence) in groups, politics, and society: Introduction to the special issue

Pagliaro

Gkinopoulos

Pacilli

2023

Group Processes & Intergroup Relations

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“…The current data support the notion that the relevance of moral judgments stems from their implications for group inclusion and acceptance (Leach et al, 2013; Van der Lee et al, 2018). Extending previous research that revealed the impact of moral versus competence ingroup norms, moral leadership, and ethical climates on behavioral choices (e.g., Ellemers et al, 2008; Giannella et al, 2022; Teresi et al, 2019), we assessed how moral judgments of individual behavior in an intragroup setting induce specific motivational states. The present results support the notion that morality is of particular importance to group members.…”

Section: Discussionmentioning

confidence: 99%

Threatened by the immoral, challenged by the incompetent: Cardiovascular responses to intragroup morality vs. competence evaluations

Lee

Ellemers

Zarzeczna

et al. 2023

Group Processes & Intergroup Relations

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In group contexts, moral judgments are used as social influence tactics to regulate the behavior of group members. We argue that communicating moral disapproval with the aim of adapting group members’ behavior might backfire because it elicits (negative) threat rather than (positive) challenge. In two experiments, we examined the motivational consequences of negative morality (vs. competence) evaluations in group contexts. Participants worked on a group task while cardiovascular indices of challenge and threat motivational states were measured following the biopsychosocial model (Blascovich & Tomaka, 1996). In Experiment 1, participants recalled their own prior behavior evaluated as immoral or incompetent; in Experiment 2, participants were exposed to an ingroup member’s prior behavior evaluated as immoral or incompetent. As predicted, in both experiments, reminders of immorality induced a state of threat rather than challenge in a novel group context. These results suggest that moral disapproval intended to motivate group members to adapt their behavior might actually be counterproductive.

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“…This is because, over time, competencies in one situation may not apply to another. Giannella et al (2022) concluded that while leader competence is essential, concerns over leader morality carry more weight. Given the weight of morality in leadership development, we espouse that moral foundations of authentic leadership promote leader credibility while not dimensioning the need for competence.…”

Section: Leader Credibilitymentioning

confidence: 99%

Authentic Credible Leadership

Henson

Hemby

2023

SJLT

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This is a study of authentic credibility as demonstrated through John’s description of Jesus’ words and actions in the Farewell Discourses (John 13-17). Identifying the need for further research on the relationship between authentic leadership and credibility (Williams et al., 2018) and building from Kouzes and Posner’s (2011) six disciplines of leader credibility—discover yourself, appreciate constituents, affirm shared values, develop capacity, serve a purpose, and sustain hope—and Hemby’s (2007) on leader credibility, we espouse that moral foundations of authentic leadership promote leader credibility while not dimensioning the need for competence. After a thorough literature review on authentic leadership, the study explored how Jesus modeled authentic credibility in the Farewell Discourses of John 13 – 17. Reconfiguring Kouzes and Posner’s six disciples through the biblical narrative, we identified six themes of authentic credibility modeled by Jesus: prioritizing Kingdom identity, balancing criticism and optimism, valuing truth, intentional follower development, purposeful posture, and sustainable, spiritual hope. The study applied a systematic approach to the Farewell Discourses so that each of the five chapters of the discourses were thoroughly reviewed to provide specific instances where Jesus modeled authentic credibility. The study provides a fresh perspective on authentic credibility by viewing the concept through a biblical, Christian worldview.

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Leader’s morality, prototypicality, and followers’ reactions

Cited by 7 publications

References 56 publications

Moral and ethical conduct (and their absence) in groups, politics, and society: Introduction to the special issue

Moral and ethical conduct (and their absence) in groups, politics, and society: Introduction to the special issue

Threatened by the immoral, challenged by the incompetent: Cardiovascular responses to intragroup morality vs. competence evaluations

Authentic Credible Leadership

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