Title

How Low Does Ethical Leadership Flow? Test Of A Trickle-Down Model

Keywords

Deviance; Ethics; Leadership; OCB

Abstract

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. © 2008 Elsevier Inc. All rights reserved.

Publication Date

1-1-2009

Publication Title

Organizational Behavior and Human Decision Processes

Volume

108

Issue

1

Number of Pages

1-13

Document Type

Article

Personal Identifier

scopus

DOI Link

https://doi.org/10.1016/j.obhdp.2008.04.002

Socpus ID

57249090436 (Scopus)

Source API URL

https://api.elsevier.com/content/abstract/scopus_id/57249090436

This document is currently not available here.

Share

COinS