Journal
JOURNAL OF BUSINESS ETHICS
Volume 154, Issue 1, Pages 85-102Publisher
SPRINGER
DOI: 10.1007/s10551-017-3472-z
Keywords
Ethical leadership; Perceived leader ethical conviction; Organizational citizenship behavior; Deviance
Ask authors/readers for more resources
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.
Authors
I am an author on this paper
Click your name to claim this paper and add it to your profile.
Reviews
Recommended
No Data Available