Ethical leadership and follower voice and performance : the role of follower identifications and entity morality beliefs
By Weichun Zhu, Hongwei He, Linda Klebe Treviño, M. Chao, Weiyue Wang. 2015
201 citations recorded by the source corpus.
Abstract Previous studies have established the relationship between ethical leadership and a variety of positive follower outcomes. Follower organizational identification has been found to mediate the relationship between ethical leadership and follower job performance. In this research, we incorporate a second distinct and theoretically important type of social identification process, relational identification with the leader, along with organizational identification, and examine their mediating effects on follower performance and voice outcomes. Further, we bring the implicit theory of morality to the behavioral ethics literature and examine follower morality beliefs as a moderator. Using a Romanian sample of 302 followers under the supervision of 27 leaders, we found that ethical leadership has an indirect effect on follower job performance and voice (through the mediating mechanisms of both organizational and relational identifications) and that these relationships are stronger for followers who held the implicit theory that a person's moral character is fixed.
Subfields: Demography, Information Systems and Management, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/5186aff5b2069ec60d30c00b498488de994b56b2
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Citations in the corpus
- Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, background): “…perspectives such as social exchange theory (e.g., Mo & Shi, 2015; Newman et al., 2014) and social identity theory (e.g., DeConinck, 2015; Zhu et al., 2015) to explain the e ff ect of ethical leadership on employee behavior, we have integrated self-determination and social learning…”
- Ethical Leaders and Their Followers: The Transmission of Moral Identity and Moral Attentiveness (2016, unknown): “…citizenship behavior (Avey et al., 2011; Mayer et al., 2009 ), employee voice behavior (Zhu, He, Treviño, Chao, & Wang, 2015 ), job performance (Zhu et al., 2015 ), follower misconduct (Mayer, Kuenzi, & Greenbaum, 2010 ), and follower deviance (van Gilsa, van Quaquebekeb, van Knippenbergc,…”