Skip to main content
Erschienen in: Journal of Business Ethics 1/2019

22.02.2017 | Original Paper

When Do Ethical Leaders Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on Employee Discretionary Reactions to Ethical Leadership

verfasst von: Mayowa T. Babalola, Jeroen Stouten, Jeroen Camps, Martin Euwema

Erschienen in: Journal of Business Ethics | Ausgabe 1/2019

Einloggen

Aktivieren Sie unsere intelligente Suche um passende Fachinhalte oder Patente zu finden.

search-config
loading …

Abstract

Drawing from the group engagement model and the moral conviction literature, we propose that perceived leader ethical conviction moderates the relationship between ethical leadership and employee OCB as well as deviance. In a field study of employees from various industries and a scenario-based experiment, we revealed that both the positive relation between ethical leadership and employee OCB and the negative relation between ethical leadership and employee deviance are more pronounced when leaders are perceived to have weak rather than strong ethical convictions. Further, we argued and showed that employees’ feelings of personal control and perceived voice opportunity mediated the interactive effect of ethical leadership and perceived leader ethical conviction on OCB and deviance. Implications of these findings for theory and practice are discussed.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 102.000 Bücher
  • über 537 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 340 Zeitschriften

aus folgenden Fachgebieten:

  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Versicherung + Risiko




Jetzt Wissensvorsprung sichern!

Literatur
Zurück zum Zitat Aryee, S., Chen, Z. X., Sun, L., & Debrah, Y. A. (2007). Antecedents and outcomes of abusive supervision: Test of a trickle-down model. Journal of Applied Psychology, 92, 191–201.CrossRef Aryee, S., Chen, Z. X., Sun, L., & Debrah, Y. A. (2007). Antecedents and outcomes of abusive supervision: Test of a trickle-down model. Journal of Applied Psychology, 92, 191–201.CrossRef
Zurück zum Zitat Aryee, S., Walumbwa, F. O., Mondejar, R., & Chu, C. W. L. (2014). Core self-evaluations and employee voice behavior: Test of a dual-motivational pathway. Journal of Management. doi:10.1177/0149206314546192. Aryee, S., Walumbwa, F. O., Mondejar, R., & Chu, C. W. L. (2014). Core self-evaluations and employee voice behavior: Test of a dual-motivational pathway. Journal of Management. doi:10.​1177/​0149206314546192​.
Zurück zum Zitat Ashforth, B. E., & Saks, A. M. (2000). Personal control in organizations. A longitudinal investigation with newcomers. Human Relations, 53, 311–340.CrossRef Ashforth, B. E., & Saks, A. M. (2000). Personal control in organizations. A longitudinal investigation with newcomers. Human Relations, 53, 311–340.CrossRef
Zurück zum Zitat Avery, D. R., McKay, P. F., Wiilson, D. C., Volpone, S. D., & Killham, E. A. (2011). Does voice go flat? How tenure diminishes the impact of voice. Human Resource Management, 50, 147–158.CrossRef Avery, D. R., McKay, P. F., Wiilson, D. C., Volpone, S. D., & Killham, E. A. (2011). Does voice go flat? How tenure diminishes the impact of voice. Human Resource Management, 50, 147–158.CrossRef
Zurück zum Zitat Avey, J. B., Wernsing, T. S., & Palanski, M. E. (2012). Exploring the process of ethical leadership: The mediating role of employee voice and psychological ownership. Journal of Business Ethics, 107, 21–34.CrossRef Avey, J. B., Wernsing, T. S., & Palanski, M. E. (2012). Exploring the process of ethical leadership: The mediating role of employee voice and psychological ownership. Journal of Business Ethics, 107, 21–34.CrossRef
Zurück zum Zitat Babalola, M. T., Stouten, J., Euwema, M., & Ovadje, F. (2016). The relation between ethical leadership and workplace conflicts: The mediating role of employee resolution efficacy. Journal of Management. doi:10.1492/06316638163. Babalola, M. T., Stouten, J., Euwema, M., & Ovadje, F. (2016). The relation between ethical leadership and workplace conflicts: The mediating role of employee resolution efficacy. Journal of Management. doi:10.​1492/​06316638163.
Zurück zum Zitat Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall. Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall.
Zurück zum Zitat Becker, T. E. (2005). Potential problems in the statistical control of variables in organizational research: A qualitative analysis with recommendations. Organizational Research Methods, 8, 274–289.CrossRef Becker, T. E. (2005). Potential problems in the statistical control of variables in organizational research: A qualitative analysis with recommendations. Organizational Research Methods, 8, 274–289.CrossRef
Zurück zum Zitat Benneth, R. J., & Robinson, S. L. (2000). Development of a measure of workplace deviance. Journal of Applied Psychology, 85, 349–360.CrossRef Benneth, R. J., & Robinson, S. L. (2000). Development of a measure of workplace deviance. Journal of Applied Psychology, 85, 349–360.CrossRef
Zurück zum Zitat Berry, C. M., Carpenter, N. C., & Barratt, C. L. (2012). Do other-reports of counterproductive workplace behavior provide an incremental contribution over self-reports? A meta-analytic comparison. Journal of Applied Psychology, 92, 722–744. Berry, C. M., Carpenter, N. C., & Barratt, C. L. (2012). Do other-reports of counterproductive workplace behavior provide an incremental contribution over self-reports? A meta-analytic comparison. Journal of Applied Psychology, 92, 722–744.
Zurück zum Zitat Blader, S. L., & Tyler, T. R. (2009). Testing and extending the group engagement model: Linkages between social identity, procedural justice, economic outcomes, and extrarole behavior. Journal of Applied Psychology, 94, 445–464.CrossRef Blader, S. L., & Tyler, T. R. (2009). Testing and extending the group engagement model: Linkages between social identity, procedural justice, economic outcomes, and extrarole behavior. Journal of Applied Psychology, 94, 445–464.CrossRef
Zurück zum Zitat Blau, P. M. (1964). Exchange and power in social life. New York: Wiley. Blau, P. M. (1964). Exchange and power in social life. New York: Wiley.
Zurück zum Zitat Brehm, J. W. (1966). A theory of psychological reactance. New York: Academic Press. Brehm, J. W. (1966). A theory of psychological reactance. New York: Academic Press.
Zurück zum Zitat Brockner, J., Spreitzer, G., Mishra, A., Hochwarter, W., Pepper, L., & Weinberg, J. (2004). Personal control as an antidote to the negative effects to layoffs on survivors’ organizational commitment and job performance. Administrative Science Quarterly, 49, 76–88. Brockner, J., Spreitzer, G., Mishra, A., Hochwarter, W., Pepper, L., & Weinberg, J. (2004). Personal control as an antidote to the negative effects to layoffs on survivors’ organizational commitment and job performance. Administrative Science Quarterly, 49, 76–88.
Zurück zum Zitat Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17, 595–616.CrossRef Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17, 595–616.CrossRef
Zurück zum Zitat Brown, M. E., Treviño, L. K., & Harrison, D. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117–134.CrossRef Brown, M. E., Treviño, L. K., & Harrison, D. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117–134.CrossRef
Zurück zum Zitat Carpenter, N. C., Berry, C. M., & Houston, L. (2014). A meta-analytic comparison of self-reported and other-reported organizational citizenship behavior. Journal of Organizational Behavior, 35, 547–574.CrossRef Carpenter, N. C., Berry, C. M., & Houston, L. (2014). A meta-analytic comparison of self-reported and other-reported organizational citizenship behavior. Journal of Organizational Behavior, 35, 547–574.CrossRef
Zurück zum Zitat Chan, S. C. H., Huang, X., Snape, E., & Lam, C. K. (2013). The Janus face of paternalistic leaders: Authoritarianism, benevolence, subordinates’ organization-based self-esteem, and performance. Journal of Organizational Behavior, 34, 108–128.CrossRef Chan, S. C. H., Huang, X., Snape, E., & Lam, C. K. (2013). The Janus face of paternalistic leaders: Authoritarianism, benevolence, subordinates’ organization-based self-esteem, and performance. Journal of Organizational Behavior, 34, 108–128.CrossRef
Zurück zum Zitat Den Hartog, D. N. (2015). Ethical leadership. Annual Review of Organizational Psychology and Organizational Behavior, 2, 409–434.CrossRef Den Hartog, D. N. (2015). Ethical leadership. Annual Review of Organizational Psychology and Organizational Behavior, 2, 409–434.CrossRef
Zurück zum Zitat Detert, J. R., Treviño, L. K., Burris, E. R., & Andiappan, M. (2007). Managerial models of influence and counterproductivity in organizations: A longitudinal business-unit-level investigation. Journal of Applied Psychology, 92, 993–1005.CrossRef Detert, J. R., Treviño, L. K., Burris, E. R., & Andiappan, M. (2007). Managerial models of influence and counterproductivity in organizations: A longitudinal business-unit-level investigation. Journal of Applied Psychology, 92, 993–1005.CrossRef
Zurück zum Zitat Dilman, D. A. (2000). Mail and internet surveys: The tailored design method (2nd ed.). New York: Wiley. Dilman, D. A. (2000). Mail and internet surveys: The tailored design method (2nd ed.). New York: Wiley.
Zurück zum Zitat Dineen, B. R., Lewicki, R. J., & Tomlinson, E. C. (2006). Supervisory guidance and behavioral integrity: Relationships with employee citizenship and deviant behavior. Journal of Applied Psychology, 91, 622–635.CrossRef Dineen, B. R., Lewicki, R. J., & Tomlinson, E. C. (2006). Supervisory guidance and behavioral integrity: Relationships with employee citizenship and deviant behavior. Journal of Applied Psychology, 91, 622–635.CrossRef
Zurück zum Zitat Eisenbeiss, S. A., & Van Knippenberg, D. (2015). On ethical leadership impact: The role of follower mindfulness and moral emotions. Journal of Organizational Behavior, 36, 182–195.CrossRef Eisenbeiss, S. A., & Van Knippenberg, D. (2015). On ethical leadership impact: The role of follower mindfulness and moral emotions. Journal of Organizational Behavior, 36, 182–195.CrossRef
Zurück zum Zitat Evans, M. G. (1985). A Monte Carlo study of the effects of correlated method variance in moderated multiple regression analysis. Organizational Behavior and Human Decision Processes, 36, 305–323.CrossRef Evans, M. G. (1985). A Monte Carlo study of the effects of correlated method variance in moderated multiple regression analysis. Organizational Behavior and Human Decision Processes, 36, 305–323.CrossRef
Zurück zum Zitat Gouldner, A. (1960). The norm of reciprocity. American Sociological Review, 25, 161–178.CrossRef Gouldner, A. (1960). The norm of reciprocity. American Sociological Review, 25, 161–178.CrossRef
Zurück zum Zitat Greenbaum, R. L., Mawritz, M. B., & Piccolo, R. F. (2015). When leaders fail to “walk the talk”: Supervisor undermining and perceptions of leader hypocrisy. Journal of Management, 41, 929–956.CrossRef Greenbaum, R. L., Mawritz, M. B., & Piccolo, R. F. (2015). When leaders fail to “walk the talk”: Supervisor undermining and perceptions of leader hypocrisy. Journal of Management, 41, 929–956.CrossRef
Zurück zum Zitat Hannah, S. T., Sumanth, J. J., Lester, P., & Cavarretta, F. (2014). Debunking the false dichotomy of leadership idealism and pragmatism: Critical evaluation and support of newer genre leadership theories. Journal of Organizational Behavior, 35, 598–621.CrossRef Hannah, S. T., Sumanth, J. J., Lester, P., & Cavarretta, F. (2014). Debunking the false dichotomy of leadership idealism and pragmatism: Critical evaluation and support of newer genre leadership theories. Journal of Organizational Behavior, 35, 598–621.CrossRef
Zurück zum Zitat Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. New York: Guilford Press. Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. New York: Guilford Press.
Zurück zum Zitat Hoffman, B. J., Bynum, B. H., Piccolo, R. F., & Sutton, A. W. (2011). Person-organization value congruence: How transformational leaders influence work group effectiveness. Academy of Management, 54, 779–796.CrossRef Hoffman, B. J., Bynum, B. H., Piccolo, R. F., & Sutton, A. W. (2011). Person-organization value congruence: How transformational leaders influence work group effectiveness. Academy of Management, 54, 779–796.CrossRef
Zurück zum Zitat Hofstede, G., & Hofstede, G. J. (2005). Cultures and organizations: Software of the mind. New York: McGraw-Hill. Hofstede, G., & Hofstede, G. J. (2005). Cultures and organizations: Software of the mind. New York: McGraw-Hill.
Zurück zum Zitat House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage. House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage.
Zurück zum Zitat Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31, 386–408.CrossRef Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31, 386–408.CrossRef
Zurück zum Zitat Kacmar, K. M., Bachrach, D. G., Harris, K. J., & Zivnuska, S. (2011). Fostering good citizenship through ethical leadership: Exploring the moderating role of gender and organizational politics. Journal of Applied Psychology, 96, 633–642.CrossRef Kacmar, K. M., Bachrach, D. G., Harris, K. J., & Zivnuska, S. (2011). Fostering good citizenship through ethical leadership: Exploring the moderating role of gender and organizational politics. Journal of Applied Psychology, 96, 633–642.CrossRef
Zurück zum Zitat Landis, R. S., Beal, D. J., & Tesluk, P. E. (2000). A comparison of approaches to forming composite measures in structural equation models. Organizational Research Methods, 3, 186–207.CrossRef Landis, R. S., Beal, D. J., & Tesluk, P. E. (2000). A comparison of approaches to forming composite measures in structural equation models. Organizational Research Methods, 3, 186–207.CrossRef
Zurück zum Zitat Lee, K., & Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: The role of affect and cognitions. Journal of Applied Psychology, 87, 131–142.CrossRef Lee, K., & Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: The role of affect and cognitions. Journal of Applied Psychology, 87, 131–142.CrossRef
Zurück zum Zitat Lewin, K. (1951). Field theory in social science. New York: Harper & Row. Lewin, K. (1951). Field theory in social science. New York: Harper & Row.
Zurück zum Zitat Liden, R. C., Wayne, S. J., Jaworski, R. A., & Bennett, N. (2004). Social loafing: A field investigation. Journal of Management, 30, 285–304.CrossRef Liden, R. C., Wayne, S. J., Jaworski, R. A., & Bennett, N. (2004). Social loafing: A field investigation. Journal of Management, 30, 285–304.CrossRef
Zurück zum Zitat Lind, E. A., & Tyler, T. R. (1988). The social psychology of procedural justice. New York: Plenum Press.CrossRef Lind, E. A., & Tyler, T. R. (1988). The social psychology of procedural justice. New York: Plenum Press.CrossRef
Zurück zum Zitat Liu, J., Kwan, H. K., Fu, P. P., & Mao, Y. (2013). Ethical leadership and job performance in China: The roles of workplace friendships and traditionality. Journal of Occupational and Organizational Psychology, 86, 564–584. Liu, J., Kwan, H. K., Fu, P. P., & Mao, Y. (2013). Ethical leadership and job performance in China: The roles of workplace friendships and traditionality. Journal of Occupational and Organizational Psychology, 86, 564–584.
Zurück zum Zitat Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, M. R. (2009). How does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108, 1–13.CrossRef Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, M. R. (2009). How does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108, 1–13.CrossRef
Zurück zum Zitat McGregor, I., & Marigold, D. C. (2003). Defensive zeal and the uncertain self: What makes you so sure? Journal of Personality and Social Psychology, 85, 838–852.CrossRef McGregor, I., & Marigold, D. C. (2003). Defensive zeal and the uncertain self: What makes you so sure? Journal of Personality and Social Psychology, 85, 838–852.CrossRef
Zurück zum Zitat Mitchell, M. S., & Ambrose, M. L. (2007). Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs. Journal of Applied Psychology, 92, 1159–1168.CrossRef Mitchell, M. S., & Ambrose, M. L. (2007). Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs. Journal of Applied Psychology, 92, 1159–1168.CrossRef
Zurück zum Zitat Mullen, E., & Skitka, L. J. (2006). Exploring the psychological underpinnings of the moral mandate effect: Motivated reasoning, identification, or affect? Journal of Personality and Social Psychology, 90, 629–643.CrossRef Mullen, E., & Skitka, L. J. (2006). Exploring the psychological underpinnings of the moral mandate effect: Motivated reasoning, identification, or affect? Journal of Personality and Social Psychology, 90, 629–643.CrossRef
Zurück zum Zitat Newman, A., Kiazad, K., Miao, Q., & Cooper, B. (2014). Examining the cognitive and affective trust-based mechanisms underlying the relationship between ethical leadership and organizational citizenship: A case of the head leading the heart? Journal of Business Ethics, 123, 113–123.CrossRef Newman, A., Kiazad, K., Miao, Q., & Cooper, B. (2014). Examining the cognitive and affective trust-based mechanisms underlying the relationship between ethical leadership and organizational citizenship: A case of the head leading the heart? Journal of Business Ethics, 123, 113–123.CrossRef
Zurück zum Zitat Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents and consequences. Thousands Oaks, CA: Sage. Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents and consequences. Thousands Oaks, CA: Sage.
Zurück zum Zitat Piccolo, R. F., Greenbaum, R., Den Hartog, D. N., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31, 259–278.CrossRef Piccolo, R. F., Greenbaum, R., Den Hartog, D. N., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31, 259–278.CrossRef
Zurück zum Zitat Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Source of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539–569.CrossRef Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Source of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539–569.CrossRef
Zurück zum Zitat Preacher, K. J., Rucker, D. D., & Hayes, A. F. (2007). Addressing moderated mediation hypotheses: Theory, methods, and prescriptions. Multivariate Behavioral Research, 42, 185–227.CrossRef Preacher, K. J., Rucker, D. D., & Hayes, A. F. (2007). Addressing moderated mediation hypotheses: Theory, methods, and prescriptions. Multivariate Behavioral Research, 42, 185–227.CrossRef
Zurück zum Zitat Resick, C. J., Hargis, M. B., Shao, P., & Dust, S. B. (2013). Ethical leadership, moral equity judgements, and discretionary workplace behavior. Human Relations, 66, 951–972.CrossRef Resick, C. J., Hargis, M. B., Shao, P., & Dust, S. B. (2013). Ethical leadership, moral equity judgements, and discretionary workplace behavior. Human Relations, 66, 951–972.CrossRef
Zurück zum Zitat Skitka, L. J. (2010). The psychology of moral conviction. Social and Personality Psychology Compass, 4, 267–281.CrossRef Skitka, L. J. (2010). The psychology of moral conviction. Social and Personality Psychology Compass, 4, 267–281.CrossRef
Zurück zum Zitat Skitka, L. J., Bauman, C. W., & Sargis, E. (2005). Moral conviction: Another contributor to attitude strength or something more? Journal of Personality and Social Psychology, 88, 895–917.CrossRef Skitka, L. J., Bauman, C. W., & Sargis, E. (2005). Moral conviction: Another contributor to attitude strength or something more? Journal of Personality and Social Psychology, 88, 895–917.CrossRef
Zurück zum Zitat Skitka, L. J., & Houston, D. (2001). When due process is no consequence: Moral mandates and presumed defendant guilt or innocence. Social Justice Research, 14, 305–326.CrossRef Skitka, L. J., & Houston, D. (2001). When due process is no consequence: Moral mandates and presumed defendant guilt or innocence. Social Justice Research, 14, 305–326.CrossRef
Zurück zum Zitat Skitka, L. J., & Mullen, E. (2002). The dark side of moral conviction. Analyses of Social Issues and Public Policy, 2, 35–41.CrossRef Skitka, L. J., & Mullen, E. (2002). The dark side of moral conviction. Analyses of Social Issues and Public Policy, 2, 35–41.CrossRef
Zurück zum Zitat Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38, 1442–1465. Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38, 1442–1465.
Zurück zum Zitat Stouten, J., van Dijke, M., Mayer, D. M., De Cremer, D., & Euwema, M. C. (2013). Can a leader be seen as too ethical? The curvilinear effects of ethical leadership. The Leadership Quarterly, 24, 680–695.CrossRef Stouten, J., van Dijke, M., Mayer, D. M., De Cremer, D., & Euwema, M. C. (2013). Can a leader be seen as too ethical? The curvilinear effects of ethical leadership. The Leadership Quarterly, 24, 680–695.CrossRef
Zurück zum Zitat Tangirala, S., & Ramanujam, R. (2008). Exploring the non-linearity of employee voice: The effects of personal control and organizational identification. Academy of Management Journal, 51, 1189–1203.CrossRef Tangirala, S., & Ramanujam, R. (2008). Exploring the non-linearity of employee voice: The effects of personal control and organizational identification. Academy of Management Journal, 51, 1189–1203.CrossRef
Zurück zum Zitat Tyler, T. R., & Blader, S. L. (2000). Cooperation in groups: Procedural justice, social identity, and behavioral engagement. Philadelphia: Psychology Press. Tyler, T. R., & Blader, S. L. (2000). Cooperation in groups: Procedural justice, social identity, and behavioral engagement. Philadelphia: Psychology Press.
Zurück zum Zitat Tyler, T. R., & Blader, S. L. (2003). The group engagement model: Procedural justice, social identity, and cooperative behavior. Personality and Social Psychology Review, 7, 349–361.CrossRef Tyler, T. R., & Blader, S. L. (2003). The group engagement model: Procedural justice, social identity, and cooperative behavior. Personality and Social Psychology Review, 7, 349–361.CrossRef
Zurück zum Zitat Tyler, T. R., & Lind, E. A. (1992). A relational model of authority in groups. In M. Zanna (Ed.), Advances in experimental social psychology (Vol. 25, pp. 115–191). New York: Academic Press. Tyler, T. R., & Lind, E. A. (1992). A relational model of authority in groups. In M. Zanna (Ed.), Advances in experimental social psychology (Vol. 25, pp. 115–191). New York: Academic Press.
Zurück zum Zitat Van den Bos, K., Wilke, H. A. M., & Lind, E. A. (1998). When do we need procedural fairness? The role of trust in authority. Journal of Personality and Social Psychology, 75, 1449–1458.CrossRef Van den Bos, K., Wilke, H. A. M., & Lind, E. A. (1998). When do we need procedural fairness? The role of trust in authority. Journal of Personality and Social Psychology, 75, 1449–1458.CrossRef
Zurück zum Zitat Walumbwa, F. O., Hartnell, C. A., & Misati, E. (2017). Does ethical leadership enhance group learning behavior? Examining the Mediating Influence of Group Ethical Conduct, Justice Climate, and Peer Justice, 72, 14–23. Walumbwa, F. O., Hartnell, C. A., & Misati, E. (2017). Does ethical leadership enhance group learning behavior? Examining the Mediating Influence of Group Ethical Conduct, Justice Climate, and Peer Justice, 72, 14–23.
Zurück zum Zitat Walumbwa, F. O., Hartnell, C. A., & Oke, A. (2010). Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation. Journal of Applied Psychology, 95, 517–529.CrossRef Walumbwa, F. O., Hartnell, C. A., & Oke, A. (2010). Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation. Journal of Applied Psychology, 95, 517–529.CrossRef
Zurück zum Zitat Walumbwa, F. O., & Schaubroeck, J. (2009). Lesader personality traits and work group psychological safety. Journal of Applied Psychology, 94, 1275–1286.CrossRef Walumbwa, F. O., & Schaubroeck, J. (2009). Lesader personality traits and work group psychological safety. Journal of Applied Psychology, 94, 1275–1286.CrossRef
Zurück zum Zitat Weaver, G. R., Reynolds, S. J., & Brown, M. E. (2014). Moral intuition: Connecting current knowledge to future organizational research and practice. Journal of Management, 40, 100–129.CrossRef Weaver, G. R., Reynolds, S. J., & Brown, M. E. (2014). Moral intuition: Connecting current knowledge to future organizational research and practice. Journal of Management, 40, 100–129.CrossRef
Zurück zum Zitat Williams, L. J., Cote, J. A., & Buckley, M. R. (1989). Lack of method variance in self-reported affect and perceptions at work: Reality or artifact? Journal of Applied Psychology, 74, 462–468.CrossRef Williams, L. J., Cote, J. A., & Buckley, M. R. (1989). Lack of method variance in self-reported affect and perceptions at work: Reality or artifact? Journal of Applied Psychology, 74, 462–468.CrossRef
Zurück zum Zitat Wiltermuth, S. S., & Flynn, F. J. (2013). Power, moral clarity, and punishment in the workplace. Academy of Management Journal, 4, 1002–1023.CrossRef Wiltermuth, S. S., & Flynn, F. J. (2013). Power, moral clarity, and punishment in the workplace. Academy of Management Journal, 4, 1002–1023.CrossRef
Zurück zum Zitat Wo, D. X. H., Ambrose, M. L., & Schminke, M. (2015). What drives tickle-down effects? A test of multiple mediation processes. Academy of Management Journal, 58, 1848–1868.CrossRef Wo, D. X. H., Ambrose, M. L., & Schminke, M. (2015). What drives tickle-down effects? A test of multiple mediation processes. Academy of Management Journal, 58, 1848–1868.CrossRef
Zurück zum Zitat Wortman, C., & Brehm, J. W. (1975). Responses to uncontrollable outcomes. An integration of reactance theory and the learned helplessness model. In L. Berkowitz (Ed.), Advances in experimental social psychology (Vol. 8, pp. 278–336). Greenwich, CT: JAI Press. Wortman, C., & Brehm, J. W. (1975). Responses to uncontrollable outcomes. An integration of reactance theory and the learned helplessness model. In L. Berkowitz (Ed.), Advances in experimental social psychology (Vol. 8, pp. 278–336). Greenwich, CT: JAI Press.
Zurück zum Zitat Yukl, G. (2010). Leadership in organizations (7th ed.). Upper Saddle River, NJ: Prentice Hall. Yukl, G. (2010). Leadership in organizations (7th ed.). Upper Saddle River, NJ: Prentice Hall.
Zurück zum Zitat Zhang, A. Y., Tsui, A. S., & Wang, D. X. (2011). Leadership behaviors and group creativity in Chinese organizations: The role of group processes. The Leadership Quarterly, 22, 851–862.CrossRef Zhang, A. Y., Tsui, A. S., & Wang, D. X. (2011). Leadership behaviors and group creativity in Chinese organizations: The role of group processes. The Leadership Quarterly, 22, 851–862.CrossRef
Zurück zum Zitat Zhu, W., May, D. R., & Avolio, B. J. (2004). The impact of ethical leadership behavior on employee outcomes: The roles of psychological empowerment and authenticity. Journal of Leadership & Organizational Studies, 11, 16–26.CrossRef Zhu, W., May, D. R., & Avolio, B. J. (2004). The impact of ethical leadership behavior on employee outcomes: The roles of psychological empowerment and authenticity. Journal of Leadership & Organizational Studies, 11, 16–26.CrossRef
Zurück zum Zitat Zhu, W., He, H., Treviño, L. K., Chao, M. M., & Wang, W. (2015). Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs. The Leadership Quarterly, 26, 702–718.CrossRef Zhu, W., He, H., Treviño, L. K., Chao, M. M., & Wang, W. (2015). Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs. The Leadership Quarterly, 26, 702–718.CrossRef
Metadaten
Titel
When Do Ethical Leaders Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on Employee Discretionary Reactions to Ethical Leadership
verfasst von
Mayowa T. Babalola
Jeroen Stouten
Jeroen Camps
Martin Euwema
Publikationsdatum
22.02.2017
Verlag
Springer Netherlands
Erschienen in
Journal of Business Ethics / Ausgabe 1/2019
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI
https://doi.org/10.1007/s10551-017-3472-z

Weitere Artikel der Ausgabe 1/2019

Journal of Business Ethics 1/2019 Zur Ausgabe