Journal
ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES
Volume 108, Issue 1, Pages 1-13Publisher
ACADEMIC PRESS INC ELSEVIER SCIENCE
DOI: 10.1016/j.obhdp.2008.04.002
Keywords
Ethics; Leadership; Deviance; OCB
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This research examines the relationships between top management and supervisory ethical leadership and group-level outcomes (e.g., deviance, OCB) and suggests that ethical leadership flows from one organizational level to the next. Drawing on social learning theory [Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall.; Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice-Hall.] and social exchange theory [Blau, p. (1964). Exchange and power in social life. New York: John Wiley.]. the results support our theoretical model using a sample of 904 employees and 195 managers in 195 departments. We find a direct negative relationship between both top management and supervisory ethical leadership and group-level deviance, and a positive relationship with group-level OCB. Finally, consistent with the proposed trickle-down model, the effects of top management ethical leadership on group-level deviance and OCB are mediated by supervisory ethical leadership. (C) 2008 Elsevier Inc. All rights reserved.
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