Search results

The relationships between moral leadership, transformational, transactional, and laissez‐faire leaderships, and certain outcomes were studied using a sample of 116 managers of a large manufacturing organization in eastern India. Results reveal that transformational leadership partially mediates moral leadership’s relationship with follower’s extra effort and satisfaction, and leader’s effectiveness, and it fully mediates moral leadership’s relationship with leader’s power. Based on whether leader’s self‐rating was more than, same as, or less than follower’s rating of leader’s transformational leadership, leader‐follower dyads were classified into three categories – overestimation, agreement, and underestimation. Findings show that moral leadership is lower in overestimation than in agreement, and is lower in agreement than in underestimation. Correlation between moral leadership and power is also the highest in the case of underestimation. Leader’s power, however, does not differ across categories.

Moral leadership is a common leadership style in Chinese society and is of great significance to Chinese organizations. Unethical employee behavior also widely exists in all kinds of social organizations and brings great harm. The research on the relationship between moral leadership and unethical employee behavior has not been involved yet, but it is important. This paper studies how moral manager (senior leader) leadership trickles down to unethical employee behavior through moral supervisor (employee direct supervisor) leadership, and discusses the moderating effect of LMX and ethical climate.

Through the questionnaire survey of 406 pairs of leaders and employees, and use multilevel path analysis, we test the hypothesis in this paper.

The research results show that (1) Moral manager leadership is negatively related to unethical employee behavior. (2) Moral supervisor leadership mediates the relationship between moral manager leadership and unethical employee behavior. (3) LMX positively moderates the relationship between moral manager leadership and moral supervisor leadership, and moderates the mediating effect of moral supervisor leadership. (4) Ethical climate positively moderates the relationship between moral supervisor leadership and unethical employee behavior, and moderates the mediating effect of moral supervisor leadership.

First, this study further proves that moral leadership is a popular positive leadership among the three dimensions of paternalistic leadership that extends its influence to unethical employee behavior. Second, this study traces the source of the moral leadership of employees' supervisors and reveals the action mechanism of how moral manager leadership affects unethical employee behavior. Finally, LMX provides the organizational context of the trickle-down effect and the occurrence of unethical employee behavior.

This study aims to extend the understanding of the role of authentic leadership in encouraging subordinates to become internal whistleblowers. The current study aims to seek whether authentic leadership can encourage internal whistleblowing (IW) through employee controlled motivation for IW and moral courage.

The samples of this study were 221 employees working at 26 government organizations in one of the provinces located on Sumatera Island, Indonesia. Based on the cross-sectional survey method, this study used partial least square-structural equation modeling analysis with SmartPLS 3 software to test the hypotheses.

The result revealed that employee controlled motivation for whistleblowing and moral courage significantly mediates the effect of authentic leadership toward IW. This result also indicates that the two mediating variables in this study fully mediate the effect of authentic leadership toward IW.

This study highlights the critical role played by leaders in encouraging subordinates to IW in the workplace. The role of an authentic leader will have positively affected enhancing IW by employees, which has significant implications for the organization that particularly in manage organization wrongdoing in terms of eliminating or preventing unethical practice.

Theoretically, the current study extends the understanding of the mechanism underlying the relationship between authentic leadership and IW. This study proposes employee controlled motivation for IW and moral courage as the new mediator variables to explain how and why authentic leadership may encourage IW. Empirically, the current study chooses the Indonesian Government as a context that rarely conducts in the prior study.

Moral leadership, as an important element of paternalistic leadership, can be traced back to the cultural tradition of Confucianism. High morality has been expected to be demonstrated by leaders since ancient times in China. In modern Chinese organizations, moral leadership still plays an important role. The purpose of this paper is to investigate the underlying mechanisms of moral leadership functions by examining the mediating and interaction effects.

Data of 370 dyads were collected in mainland China. SPSS 17.0 and Amos 6.0 were used to test the mediating and interaction effects.

Trust‐in‐supervisor and two dimensions of psychological empowerment, including meaning and self‐determination, were found to mediate the relationship between moral leadership and work performance. The results supported the interaction effect of moral and benevolent leadership and rejected the interaction effect of moral and authoritarian leadership on trust‐in‐supervisor.

By probing the mediating and interaction effects, the paper advances our knowledge of the psychological mechanisms of moral leadership effectiveness in the Chinese context. A discussion of the implications for both researchers and practitioners is provided.

The purpose of this paper is to identify and explore the factors and conditions of moral leadership that affect the potential for teacher retention among Alternative Route Certification teachers.

Alternative Route Certification teachers participated in a single focus group. Participants' dialogues were recorded and analyzed for themes. These themes were triangulated with external data from a related study.

Not only are Alternative Route Certification teachers drawn to the profession due to their own moral ideals, findings reveal that they are simultaneously responsive to principals' moral leadership. The praxis of moral leadership is expressed through relationships between principals and teachers and is defined by dispositions as well as actions. Three themes from this study define moral leadership as: a respect for teachers as professionals; relationships with teachers; and focusing on the right things.

This paper lays out a theoretical framework and low cost implications for the development of a leadership praxis toward sustaining teacher retention, particularly among Alternative Certification Route teachers working in urban schools.

Research on Alternative Route Certification teacher retention is underdeveloped, at best. This project adds to this body of research by exploring the specific traits, attitudes, dispositions, and actions that define the moral leadership needed to foster teacher retention.

The purpose of this paper is to examine the effect of psychological contract breach on destructive by developing a moderated mediation model. The model focuses on the mediating role of moral identity and moral disengagement and the moderating role of moral belief.

This study conducted a three-wave questionnaire survey and used 377 matched-sample data to test the hypotheses. PROCESS bootstrapping program in SPSS and confirmatory factor analysis in AMOS software were adopted in this study.

Results reveal that psychological contract breach has a positive effect on destructive leadership behavior, and the relationship is mediated by moral identity and moral disengagement; moral belief not only moderates the relationship between psychological contract breach and destructive leadership behavior, but also moderates the mediation effect of moral identity and moral disengagement.

First, this study enriches the destructive leadership behavior literature by verifying psychological contract breach as an antecedent. Second, this study discusses the role of morality in the formation mechanism of destructive leadership behavior by testing the mediating effect of moral identity and moral disengagement and the moderating effect of moral belief.

In an age where morality requires economic justification, it is a compelling task to explicate the deeper affecting implications of moral judgment than its mere financial costs. In this chapter, we explore the emotional, behavioral, and cognitive ramifications of moral leadership at both the individual and macro organizational levels; specifically, by summoning literature on leadership, affect, and organizational justice to build a conceptual model of affect and interactional justice in moral leadership. The aim of the model is to extend current theoretical frameworks and highlight the important ramifications that moral decision-making has on employee and organizational welfare including that of the decision maker. The chapter concludes with a call for research comparing moral and immoral leadership in terms of different influence and strategy processes adopted by leaders and their followers’ attributions, emotions, attitudes, and behaviors.

Leadership cannot exist without followership. The phenomenon of direction and guidance, coaching and mentoring, has at least three components: the leader, leadership, and followers. With each component, the composition of purpose and goals, ethics and morals, rights and duties, and skills and talents is critically important. While the leader is the central and the most important part of the leadership phenomenon, followers are important and necessary factors in the leadership equation. Leaders and followers are engaged in a common enterprise: they are dependent upon each other; their fortunes rise and fall together. Relational qualities define the leadership–followership phenomenon. A major component of such a relationship is how the leaders create and communicate new meaning to followers, perceive themselves relative to followers, and how the followers, in turn, perceive their leader. This mutual perception has serious ethical and moral implications – how leader uses or abuses power, and how followers are augmented or diminished. This chapter features the essentials of ethical and moral, corporate executive leadership in two parts: (1) the Theory of Ethical and Moral Leadership and (2) the Art of Ethical and Moral Leadership. Several contemporary cases such as inspirational leadership of JRD Tata, Crisis of Leadership at Infosys, and Headhunting for CEOs will illustrate our discussions on the ethics and morals of corporate executive leadership.

The purpose of this study is to explore how and when ethical leadership enhances bootlegging. To achieve this purpose, the authors proposed a moderated dual-path model in this study.

The model was tested on two related studies. Study 1 was based on three-wave, collected data from a sample of 511 employees of Chinese companies. Data used in Study 2 was collected by survey from employees and their direct leaders of multiple departments of companies in China.

In Study 1, the authors found that moral efficacy and moral identity mediate between ethical leadership and bootlegging. Findings from Study 2 provide convergent support of moral efficacy’s and moral identity’s impact on the mediation relationship between ethical leadership and bootlegging. Moreover, the results of Study 2 further reveal that the relationship between ethical leadership and moral efficacy (or moral identity) was more significant among leader–follower with different genders.

This study not only enriches the literature on ethical leadership and gender (dis)similarity, but also helps managers to better understand the function of bootlegging.

This paper aims to investigate the relationship between exchange ideology and employee creativity based on the social exchange perspective. It also attempts to examine the mediating role of perceived shared leadership and the moderating role of vertical moral leadership.

Multilevel and multisource data were collected from 56 research and development (R&D) teams with 306 employees. Hypotheses were tested with multilevel path analysis.

The authors found that exchange ideology was negatively related to both perceived shared leadership and employee creativity, and perceived shared leadership mediated the relationship between exchange ideology and employee creativity. Moreover, we revealed that vertical moral leadership buffered the negative relationship between employee exchange ideology and perceived shared leadership and also the indirect effect of exchange ideology on employee creativity via perceived shared leadership.

Organizations should select employees with a relatively weak exchange ideology when forming teams to conduct creative tasks. Moreover, team leaders should make great efforts to facilitate the development of shared leadership among team members while to be a moral leader.

This study extends creativity literature by investigating the effect of exchange ideology on employee creativity. It also sheds lights on leadership research by examining the mediating role of perceived shared leadership and the moderating role of vertical moral leadership.