Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs |
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| Affiliation: | 1. School of Labor and Employment Relations, The Pennsylvania State University, University Park, PA 16802, USA;2. Marketing Department, Strathclyde Business School, University of Strathclyde, Glasgow, Scotland G4 0QU, UK;3. Smeal College of Business, The Pennsylvania State University, University Park, PA 16802, USA;4. Department of Management, The Hong Kong University of Science and Technology, Clear Water Bay, Kowloon, Hong Kong, China;5. Coventry Business School, Coventry University, Coventry, U.K.;1. The University of Hong Kong, Faculty of Business and Economics, Pok Fu Lam, Hong Kong;2. The University of Georgia, Terry College of Business, Athens, GA 30602, USA;1. Department of Management, Strome College of Business, Old Dominion University, 2171 Constant Hall, Norfolk, VA 23529, USA;2. Department of Management, College of Business, Florida State University, 821 Academic Way, P.O. Box 3061110, Tallahassee, FL 32306-1110, USA;1. Department of Psychological Sciences, Kansas State University, 492 Bluemont Hall, Manhattan, KS 66506-5302, USA;2. Department of Management & Organization, National University of Singapore, Mochtar Riady Building, BIZ1 Storey 8, 15 Kent Ridge Drive, Singapore 119245, Singapore;3. Department of Management & Organization, National University of Singapore, Mochtar Riady Building, BIZ2 Storey 1, 1 Research Link, 117592, Singapore;4. Department of Pathology, National University of Singapore, MD6 Level 11, 14 Medical Drive, Singapore 117599, Singapore;5. Saw Swee Hock School of Public Health, National University of Singapore, MD3 Level 3, 16 Medical Drive, Singapore 117597, Singapore;1. School of Labor and Human Resources, Renmin University of China, Beijing 100872, China;2. Department of Psychology, Renmin University of China, Beijing 100872, China |
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| 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. |
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