Ethical leadership and follower organizational deviance: The moderating role of follower moral attentiveness |
| |
| Institution: | 1. Maastricht University, Maastricht, The Netherlands;2. Kühne Logistics University, Hamburg, Germany;3. Rotterdam School of Management, Erasmus University, The Netherlands;4. Judge Business School, Cambridge University, UK;1. Department of Management, Cass Business School, City University London, 106 Bunhill Row, London EC1Y 8TZ, United Kingdom;2. Warwick Manufacturing Group, University of Warwick, Gibbet Hill Road, Coventry CV4 7AL, United Kingdom;1. Department of Management, University of Mannheim, 68161 Mannheim, Germany;2. Department of Business Administration, University of Potsdam, 14482 Potsdam, Germany;3. HR Strategy & Organizational Effectiveness, Henkel AG & Co. KGaA, Henkelstraße 67, 40589 Düsseldorf, Germany;1. Silberman College of Business, Fairleigh Dickinson University, Madison, NJ 07940, United States;2. Durham University Business School, Mill Hill Lane, Durham DH1 3LB, UK;1. Bar-Ilan University, Department of Psychology, Ramat Gan 5290002, Israel;2. Stanford University, Graduate School of Business, Knight Management Center, 655 Knight Way, Stanford, CA 94305-7298, USA;3. Hebrew University, Department of Sociology and Anthropology, Jerusalem 91905, Israel;4. Technion, Faculty of Industrial Engineering & Management, Haifa 32000, Israel |
| |
| Abstract: | The literature on ethical leadership has focused primarily on the way ethical leaders influence follower moral judgment and behavior. It has overlooked that follower responses to ethical leaders may differ depending on the attention they pay to the moral aspects of leadership. In the present research, we introduce moral attentiveness as an important moderator for the relationship between ethical leadership and unethical employee behavior. In a multisource field study (N = 90), we confirm our hypothesis that morally attentive followers respond with more deviance to unethical leaders. An experimental study (N = 96) replicates the finding. Our paper extends the current leader-focused literature by examining how follower moral attentiveness determines the response of followers to ethical or unethical leadership. |
| |
| Keywords: | |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
