You May Not Reap What You Sow: How Employees' Moral Awareness Minimizes Ethical Leadership's Positive Impact on Workplace Deviance
Küçük Resim Yok
Tarih
2017
Dergi Başlığı
Dergi ISSN
Cilt Başlığı
Yayıncı
Springer
Erişim Hakkı
info:eu-repo/semantics/closedAccess
Özet
Although a growing body of research has shown the positive impact of ethical leadership on workplace deviance, questions remain as to whether its benefits are consistent across all situations. In this investigation, we explore an important boundary condition of ethical leadership by exploring how employees' moral awareness may lessen the need for ethical leadership. Drawing on substitutes for leadership theory, we suggest that when individuals already possess a heightened level of moral awareness, ethical leadership's role in reducing deviant actions may be reduced. However, when individuals lack this strong moral disposition, ethical leadership may be instrumental in inspiring them to reduce their deviant actions. To enhance the external validity and generalizability of our findings, the current research used two large field samples of working professionals in both Turkey and the USA. Results suggest that ethical leadership's positive influence on workplace deviance is dependent upon the individual's moral awareness-helpful for those employees whose moral awareness is low, but not high. Thus, our investigation helps to build theory around the contingencies of ethical leadership and the specific audience for whom it may be more (or less) influential.
Açıklama
28th Annual Conference of the European-Business-Ethics-Network (EBEN) on Business Ethics, Peace and Environmental Issues -- JUN 26-28, 2015 -- Istanbul, TURKEY
Anahtar Kelimeler
Ethical leadership, Leadership, Workplace deviance, Moral awareness, Substitutes for leadership, Social exchange theory, Social learning theory, Field study, Cross-cultural
Kaynak
Journal of Business Ethics
WoS Q Değeri
Q1
Scopus Q Değeri
Q1
Cilt
146
Sayı
2
