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

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 expe...

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Bibliographic Details
Published in:Journal of business ethics 2019-01, Vol.154 (1), p.85-102
Main Authors: Babalola, Mayowa T., Stouten, Jeroen, Camps, Jeroen, Euwema, Martin
Format: Article
Language:English
Subjects:
Business and Management
Business Ethics
Chief executive officers
Deviance
Education
Employees
Ethics
Group dynamics
Leadership
Management
Original Paper
Perceived control
Personal control
Philosophy
Quality of Life Research
Studies
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Summary: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.
ISSN:0167-4544
1573-0697
DOI:10.1007/s10551-017-3472-z