You May Not Reap What You Sow: How Employees' Moral Awareness Minimizes Ethical Leadership's Positive Impact on Workplace Deviance

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dc.authoridArslan, Aykut/0000-0001-5689-3918;
dc.authorwosidSumanth, John/IYT-0719-2023
dc.authorwosidArslan, Aykut/B-3896-2012
dc.authorwosidDEMIRTAS, Ozgur/Y-2661-2018
dc.contributor.authorGok, Kubilay
dc.contributor.authorSumanth, John J.
dc.contributor.authorBommer, William H.
dc.contributor.authorDemirtas, Ozgur
dc.contributor.authorArslan, Aykut
dc.contributor.authorEberhard, Jared
dc.contributor.authorOzdemir, Ali Ihsan
dc.date.accessioned2024-08-04T20:43:56Z
dc.date.available2024-08-04T20:43:56Z
dc.date.issued2017
dc.departmentİnönü Üniversitesien_US
dc.description28th Annual Conference of the European-Business-Ethics-Network (EBEN) on Business Ethics, Peace and Environmental Issues -- JUN 26-28, 2015 -- Istanbul, TURKEYen_US
dc.description.abstractAlthough 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.en_US
dc.description.sponsorshipEuropean Business Eth Network,Turkish Network Business Ethen_US
dc.identifier.doi10.1007/s10551-017-3655-7
dc.identifier.endpage277en_US
dc.identifier.issn0167-4544
dc.identifier.issn1573-0697
dc.identifier.issue2en_US
dc.identifier.scopus2-s2.0-85026739108en_US
dc.identifier.scopusqualityQ1en_US
dc.identifier.startpage257en_US
dc.identifier.urihttps://doi.org/10.1007/s10551-017-3655-7
dc.identifier.urihttps://hdl.handle.net/11616/97913
dc.identifier.volume146en_US
dc.identifier.wosWOS:000416806300002en_US
dc.identifier.wosqualityQ1en_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.indekslendigikaynakScopusen_US
dc.language.isoenen_US
dc.publisherSpringeren_US
dc.relation.ispartofJournal of Business Ethicsen_US
dc.relation.publicationcategoryKonferans Öğesi - Uluslararası - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectEthical leadershipen_US
dc.subjectLeadershipen_US
dc.subjectWorkplace devianceen_US
dc.subjectMoral awarenessen_US
dc.subjectSubstitutes for leadershipen_US
dc.subjectSocial exchange theoryen_US
dc.subjectSocial learning theoryen_US
dc.subjectField studyen_US
dc.subjectCross-culturalen_US
dc.titleYou May Not Reap What You Sow: How Employees' Moral Awareness Minimizes Ethical Leadership's Positive Impact on Workplace Devianceen_US
dc.typeConference Objecten_US

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