The Hindrance of Moral Emotions: Using Leader Role Modeling to Foster Morally Courageous Behavior in Employees

Abstract

The study is conducted with an aim to assess the impacts of leader ethical role modeling and leader safety role modeling on the morally courageous behavior among employees. The study has also checked the mediation of moral emotions, including moral sympathy, moral contempt and moral anger and disgust in between the relationship of leader ethical role modeling and morally courageous behavior among employees, and also between the relationship of leader safety role modeling and morally courageous behavior among employees. Quantitative data is collected from 364 employees, supervisors that are working together at the workplace and have high interaction and social exchange relationships. Data analysis by applying SPSS and Amos has revealed significant and positive impact of leader safety role modeling on the morally courageous behavior among employees, whereas the impact of leader ethical role modeling is found to be insignificant. The mediation of moral sympathy, moral contempt and moral anger and disgust in the relationship between leader ethical role modeling and morally courageous behavior, and also between the relationship of leader safety role modeling and morally courageous behavior is found to be significant and positive. The research has expanded the literature by considering moral emotions for developing the morally courageous behavior in the employees and to maximize the organizational outcomes as well.

A bitter pill to swallow: the model of despotic leadership, bullying behavior, emotional intelligence and well-being

“…The relationship between despotic leadership and negative behaviors has been theorized and widely investigated, not only because of toxicity of leadership, but it is believed to encourage workers to subtly or expressly voice dissatisfaction because of constant exposure to exploitation, harassment, manipulation or bullying (Brender-Ilan and Sheaffer, 2019). When employees are mistreated by their leaders (such as despotic leaders), they experience unpleasant feelings such as disgust and rage; thus, they not only engage in deviant behaviors but also treat their coworkers unfavorably (Ullah et al, 2021). Indeed, employee respond to their leaders' actions in the same manner in which leaders treat them (Blau, 1964).…”

“…This style of leadership is self-centered, unethical and based on taking personal benefits at the expense of subordinates (De Clercq et al , 2021). Further, Waikar (2019) highlighted manipulation, information distortion, criminal act, dishonest and illegal activities as negative qualities in despotic leaders. Despotic leadership is predicted to cost $23.8bn per year, impacting 13.6% workers in the USA (Albashiti et al , 2021), which means that such leaders are not concerned about their subordinates’ and organizations (Thoroughgood et al , 2018; Zhang and Xie, 2017; Islam et al , 2021a).…”