doi:

DOI:

Advances in Psychological Science (心理科学进展) 2018/26:5 PP.886-895

The occurrence of ethical leadership: Antecedents and mechanisms


Abstract:
Leader unethical behaviors cause serious damages to organizations,thus it is critical to understand the occurrence mechanisms and antecedents of ethical leadership.The connotation of ethical leadership should include the perceived ethical leadership.Theoretical perspectives on the occurrence of ethical leadership include social learning theory,moral identity theory,personal trait perspective,three-factor model,organizational neuroscience perspective,ethics position theory,CPM theory,and leadership categorization theory.The influencing factors of ethical leadership and perceived ethical leadership include leader personal traits and cognitive factors,subordinates' justice perception and status,and situational factors.Future research should pay more attention to the empirical research on the influencing factors of ethical leadership.

Key words:ethical leadership,perceived ethical leadership,personal factors,situational factors

ReleaseDate:2018-07-02 16:10:49



李明, 凌文辁, 柳士顺. (2013). CPM领导理论三因素动力机制的情境模拟实验研究. 南开管理评论, 16(2), 16-25.

凌文辁, 陈龙, 王登. (1987). CPM领导行为评价量表的建构. 心理学报, 19(2), 199-207.

孙健敏, 陆欣欣. (2017). 伦理型领导的概念界定与测量. 心理科学进展, 25(1), 121-132.

涂乙冬, 陆欣欣, 郭玮, 王震. (2014). 道德型领导者得到了什么? 道德型领导、团队平均领导? 部属交换及领导者收益. 心理学报, 46(9), 1378-1391.

王震, 孙健敏, 张瑞娟. (2012). 管理者核心自我评价对下属组织公民行为的影响:道德式领导和集体主义导向的作用. 心理学报, 44(9), 1231-1243.

Aquino, K., & Reed Ⅱ, A. (2002). The self-importance of moral identity. Journal of Personality and Social Psychology, 83(6), 1423-1440.

Ashkanasy, N. M., Becker, W. J., & Waldman, D. A. (2014). Neuroscience and organizational behavior:Avoiding both neuro-euphoria and neuro-phobia. Journal of Organizational Behavior, 35(7), 909-919.

Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ:Prentice-Hall.

Boyatzis, R. E., Rochford, K., & Jack, A. I. (2014). Antagonistic neural networks underlying differentiated leadership roles. Frontiers in Human Neuroscience, 8, 114.

Brown, M. E. (2007). Misconceptions of ethical leadership::How to avoid potential pitfalls. Organizational Dynamics, 36(2), 140-155.

Brown, M. E., & Treviño, L. K. (2006). Ethical leadership:A review and future directions. The Leadership Quarterly, 17(6), 595-616.

Brown, M. E., & Treviño, L. K. (2014). Do role models matter? An investigation of role modeling as an antecedent of perceived ethical leadership. Journal of Business Ethics, 122(4), 587-598.

Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership:A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134.

Buckner, R. L., Andrewshanna, J. R., & Schacter, D. L. (2008). The brain's default network:Anatomy, function, and relevance to disease. Annals of the New York Academy of Sciences, 1124, 1-38.

Buckner, R. L., & Vincent, J. L. (2007). Unrest at rest:Default activity and spontaneous network correlations. NeuroImage, 37(4), 1091-1096.

De Hoogh, A. H. B., & Den Hartog, D. N. (2008). Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism:A multi-method study. The Leadership Quarterly, 19(3), 297-311.

Deconinck, J., & Bachmann, D. (2007). The impact of equity sensitivity and pay fairness on marketing managers? Job satisfaction, organizational commitment and turnover intentions. Marketing Management Journal, 17(2), 134-141.

Demirtas, O., & Akdogan, A. A. (2015). The effect of ethical leadership behavior on ethical climate, turnover intention, and affective commitment. Journal of Business Ethics, 130(1), 59-67.

Forsyth, D. R., O'Boyle Jr, E. H., & McDaniel, M. A. (2008). East meets west:A meta-analytic investigation of cultural variations in idealism and relativism. Journal of Business Ethics, 83(4), 813-833.

Frisch, C., & Huppenbauer, M. (2014). New insights into ethical leadership:A qualitative investigation of the experiences of executive ethical leaders. Journal of Business Ethics, 123(1), 23-43.

George, J. M. (2000). Emotions and leadership:The role of emotional intelligence. Human Relations, 53(8), 1027-1055.

Giessner, S. R., van Quaquebeke, N., van Gils, S., van Knippenberg, D., & Kollée, J. A. J. M. (2015). In the moral eye of the beholder:The interactive effects of leader and follower moral identity on perceptions of ethical leadership and LMX quality. Frontiers in Psychology, 6, 1126.

Greenbaum, R. L., Quade, M. J., & Bonner, J. (2014). Why do leaders practice amoral management? A conceptual investigation of the impediments to ethical leadership. Organizational Psychology Review, 5(1), 26-49.

Henle, C. A., & Gross, M. A. (2014). What have I done to deserve this? Effects of employee personality and emotion on abusive supervision. Journal of Business Ethics, 122(3), 461-474.

Jordan, J., Brown, M. E., Treviño, L. K., & Finkelstein, S. (2013). Someone to look up to executive-follower ethical reasoning and perceptions of ethical leadership. Journal of Management, 39(3), 660-683.

Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. B. (2011). Ethical leader behavior and big five factors of personality. Journal of Business Ethics, 100(2), 349-366.

Kanungo, R. N. (2001). Ethical values of transactional and transformational leaders. Canadian Journal of Administrative Sciences, 18(4), 257-265.

Kohlberg, L. (1981). The philosophy of moral development:Moral stages and the idea of justice. New York:Harper & Row.

Lawton, A., & Páez, I. (2015). Developing a framework for ethical leadership. Journal of Business Ethics, 130(3), 639-649.

Levine, J., & Butler, J. (1952). Lecture vs. group decision in changing behavior. Journal of Applied Psychology, 36(1), 29-33.

Li, Y. N., Zhang, M. J., Law, K. S., & Yan, M. N. (2015). Subordinate performance and abusive supervision:The role of envy and anger. Academy of Management Proceedings, 2015(1), 16420-16420.

Lian, H. W., Ferris, D. L., Morrison, R., & Brown, D. J. (2014). Blame it on the supervisor or the subordinate? Reciprocal relations between abusive supervision and organizational deviance. Journal of Applied Psychology, 99(4), 651-654.

Lord, R. G., Phillips, J. S., & Rush, M. C. (1980). Effects of sex and personality on perceptions of emergent leadership, influence, and social power. Journal of Applied Psychology, 65(2), 176-182.

Marsh, C. (2013). Business executives' perceptions of ethical leadership and its development. Journal of Business Ethics, 114(3), 565-582.

May, T. Y. M., Korczynski, M., & Frenkel, S. J. (2002). Organizational and occupational commitment:knowledge workers in large corporations. Journal of Management Studies, 39(6), 775-801.

Mayer, D. M., Aquino, K., Greenbaum, R. L., & Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1), 151-171.

Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. B. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108(1), 1-13.

Pucic, J. (2015). Do as I say (and do):Ethical leadership through the eyes of lower ranks. Journal of Business Ethics, 129(3), 655-671.

Resick, C. J., Whitman, D. S., Weingarden, S. M., & Hiller, N. J. (2009). The bright-side and the dark-side of CEO personality:Examining core self-evaluations, narcissism, transformational leadership, and strategic influence. Journal of Applied Psychology, 94(6), 1365-1381.

Roberts, B. W., & DelVecchio, W. F. (2000). The rank-order consistency of personality traits from childhood to old age:A quantitative review of longitudinal studies. Psychological Bulletin, 126(1), 3-25.

Rochford, K. C., Jack, A. I., Boyatzis, R. E., & French, S. E. (2017). Ethical leadership as a balance between opposing neural networks. Journal of Business Ethics, 144(4), 755-770.

Sager, K. L. (2015). Looking down from above:Measuring downward maintenance communication and exploring Theory X/Y assumptions as determinants of its expression. Revista de Psicología del Trabajo y de las Organizaciones, 31(1), 41-50.

Schaubroeck, J. M., Hannah, S. T., Avolio, B. J., Kozlowski, S. W. J., Lord, R. G., Treviño, L. K.,... Peng, A. C. (2012). Embedding ethical leadership within and across organization levels. Academy of Management Journal, 55(5), 1053-1078.

Shin, Y. (2012). CEO ethical leadership, ethical climate, climate strength, and collective organizational citizenship behavior. Journal of Business Ethics, 108(3), 299-312.

Shin, Y., Sung, Y. S., Choi, J. N., & Kim, M. S. (2015). Top management ethical leadership and firm performance:Mediating role of ethical and procedural justice climate. Journal of Business Ethics, 129(1), 43-57.

Tepper, B. J., Moss, S. E., & Duffy, M. K. (2011). Predictors of abusive supervision:Supervisor perceptions of deep-level dissimilarity, relationship conflict, and subordinate performance. Academy of Management Journal, 54(2), 279-294.

Treviño, L. K., Butterfield, K. D., & McCabe, D. L. (1998). The ethical context in organizations:Influences on employee attitudes and behaviors. Business Ethics Quarterly, 8(3), 447-476.

van Quaquebeke, N., van Knippenberg, D., & Brodbeck, F. C. (2011). More than meets the eye:The role of subordinates' self-perceptions in leader categorization processes. The Leadership Quarterly, 22(2), 367-382.

van Gils, S., van Quaquebeke, N., van Knippenberg, D., van Dijke, M., & De Cremer, D. (2015). Ethical leadership and follower organizational deviance:The moderating role of follower moral attentiveness. The Leadership Quarterly, 26(2), 190-203.

Viswesvaran, C., & Ones, D. S. (1999). Meta-analyses of fakability estimates:Implications for personality measurement. Educational and Psychological Measurement, 59(2), 197-210.

Waldman, D. A., Wang, D., & Fenters, V. (2016). The added value of neuroscience methods in organizational research. Organizational Research Methods, doi:10.1177/1094428116642013.

Waldman, D. A., Wang, D., Hannah, S. T., & Balthazard, P. A. (2017). A neurological and ideological perspective of ethical leadership. Academy of Management Journal, 60(4), 1285-1306.

Walumbwa, F. O., Hartnell, C. A., & Misati, E. (2017). Does ethical leadership enhance group learning behavior? Examining the mediating influence of group ethical conduct, justice climate, and peer justice. Journal of Business Research, 72, 14-23.

Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. (2011). Linking ethical leadership to employee performance:The roles of leader-member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115(2), 204-213.

Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior:Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275-1286.

Winter, D. G. (1992). Scoring system for responsibility. In C. P. Smith (Ed.), Motivation and personality:Handbook of thematic content analysis (pp. 506-511). New York:Cambridge University Press.

Witkin, H. A., & Goodenough, D. R. (1977). Field dependence and interpersonal behavior. Psychological Bulletin, 84(4), 661-689.

Wu, L. Z., Kwan, H. K., Yim, F. H. K., Chiu, R. K., & He, X. (2015). CEO ethical leadership and corporate social responsibility:A moderated mediation model. Journal of Business Ethics, 130(4), 819-831.

Zoghbi-Manrique-de-Lara, P., & Suárez-Acosta, M. A. (2014). Employees' reactions to peers' unfair treatment by supervisors:The role of ethical leadership. Journal of Business Ethics, 122(4), 537-549.