Ethical and empowering leadership and leader effectiveness

被引：119

作者：

Hassan, Shahidul ^{[1
]}

Mahsud, Rubina ^{[2
]}

Yukl, Gary ^{[3
]}

Prussia, Gregory E. ^{[2
]}

机构：

[1] Ohio State Univ, John Glenn Sch Publ Affairs, Columbus, OH 43210 USA

[2] Seattle Univ, Albers Sch Business, Dept Management, Seattle, WA 98122 USA

[3] SUNY Albany, Sch Business, Dept Management, Albany, NY 12222 USA

来源：

JOURNAL OF MANAGERIAL PSYCHOLOGY | 2013年 / 28卷 / 1-2期

关键词：

Leadership; Ethics; Empowerment; Ethical leadership; Affective commitment; Empowering leadership; Leader effectiveness; MEMBER EXCHANGE; JOB-SATISFACTION; ANTECEDENTS; BEHAVIORS; COMMITMENT; MANAGER; CONSEQUENCES; PERCEPTIONS; DELEGATION; JUSTICE;

D O I：

10.1108/02683941311300252

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

Purpose The purpose of this paper is to examine how ethical leadership and empowering leadership are related to leader-member exchange relations (LMX), affective commitment, and leader effectiveness. Design/methodology/approach Data were collected using questionnaires filled out by 259 subordinates of public and private sector managers. Relationships among variables were analyzed using structural equation modeling. Findings The results indicated that ethical leadership and empowering leadership have positive associations with LMX, subordinate affective commitment, and perception of leader effectiveness. Originality/value This study is the first to examine the independent and joint relationships of empowering leadership and ethical leadership with leadership effectiveness and the mediating role of LMX.

引用

页码：133 / 146

页数：14

共 62 条

[11] Motivating and Demotivating Forces in Teams: Cross-Level Influences of Empowering Leadership and Relationship Conflict
Chen, Gilad
Sharma, Payal Nangia
Edinger, Suzanne K.
Shapiro, Debra L.
Farh, Jiing-Lih
[J]. JOURNAL OF APPLIED PSYCHOLOGY, 2011, 96 (03) : 541 - 557
[12] VERTICAL DYAD LINKAGE APPROACH TO LEADERSHIP WITHIN FORMAL ORGANIZATIONS - LONGITUDINAL INVESTIGATION OF ROLE MAKING PROCESS
DANSEREAU, F
GRAEN, G
HAGA, WJ
[J]. ORGANIZATIONAL BEHAVIOR AND HUMAN PERFORMANCE, 1975, 13 (01): : 46 - 78
[13] Understanding Ethical Behavior and Decision Making in Management: A Behavioural Business Ethics Approach
De Cremer, David
van Dick, Rolf
Tenbrunsel, Ann
Pillutla, Madan
Murnighan, J. Keith
[J]. BRITISH JOURNAL OF MANAGEMENT, 2011, 22 : S1 - S4
[14] Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study
De Hoogh, Annebel H. B.
Den Hartog, Deanne N.
[J]. LEADERSHIP QUARTERLY, 2008, 19 (03) : 297 - 311
[15] Empowering behaviour and leader fairness and integrity: Studying perceptions of ethical leader behaviour from a levels-of-analysis perspective
Den Hartog, Deanne N.
De Hoogh, Annebel H. B.
[J]. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY, 2009, 18 (02) : 199 - 230
[16] Trust in leadership: Meta-analytic findings and implications for research and practice
Dirks, KT
Ferrin, DL
[J]. JOURNAL OF APPLIED PSYCHOLOGY, 2002, 87 (04) : 611 - 628
[17] Common Methods Bias: Does Common Methods Variance Really Bias Results?
Doty, D. Harold
Glick, William H.
[J]. ORGANIZATIONAL RESEARCH METHODS, 1998, 1 (04) : 374 - 406
[18] Erdogan B, 2006, ACAD MANAGE J, V49, P395, DOI 10.2307/20159770
[19] Meta-analytic review of leader-member exchange theory: Correlates and construct issues
Gerstner, CR
Day, DV
[J]. JOURNAL OF APPLIED PSYCHOLOGY, 1997, 82 (06) : 827 - 844
[20] THE NORM OF RECIPROCITY - A PRELIMINARY STATEMENT
GOULDNER, AW
[J]. AMERICAN SOCIOLOGICAL REVIEW, 1960, 25 (02) : 161 - 178

← 1 2 3 4 5 6 7 →