When Does Ethical Leadership Affect Workplace Incivility?: The Moderating Role of Follower Personality
By Shannon G. Taylor, M. Pattie. 2014
90 citations recorded by the source corpus.
Although prior work has shown that employees with ethical leaders are less likely to engage in deviant or unethical behaviors, it is unknown whether all employees respond this way or to the same extent. Drawing on social learning theory as a conceptual framework, this study develops and tests hypotheses suggesting that two follower characteristics--conscientiousness and core self-evaluation--moderate the negative relationship between ethical leadership and workplace incivility. Data from employees of a U.S. public school district supported our predictions. Implications and future research directions are discussed
Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/179b2ba803198e27cf2c3e0297d984de97fb3620
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In Information Systems and Management
In Organizational Behavior and Human Resource Management
In Sociology and Political Science
Citations in the corpus
- An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality (2019, background): “…behavior, such as discretionary workplace behavior, workplace incivility, or organizational deviance (e.g., Miao et al. 2012; Resick et al. 2013; Taylor and Pattie 2014; van Gils et al. 2015a, b) but can also inspire positive employees’ behavior, such as OCB (Avey et al. 2011; Kacmar et al.…”