Ethical leadership and follower organizational deviance: The moderating role of follower moral attentiveness

被引：124

作者：

van Gils, Suzanne ^{[1
]}

Van Quaquebeke, Niels ^{[2
]}

van Knippenberg, Daan ^{[3
]}

van Dijke, Marius ^{[3
]}

De Cremer, David ^{[4
]}

机构：

[1] Maastricht Univ, NL-6200 MD Maastricht, Netherlands

[2] Kuhne Logist Univ, Hamburg, Germany

[3] Erasmus Univ, Rotterdam Sch Management, NL-3000 DR Rotterdam, Netherlands

[4] Univ Cambridge, Judge Business Sch, Cambridge CB2 1TN, England

来源：

LEADERSHIP QUARTERLY | 2015年 / 26卷 / 02期

关键词：

Ethical leadership; Moral attentiveness; Organizational deviance; CITIZENSHIP BEHAVIOR; PROCEDURAL FAIRNESS; ABUSIVE SUPERVISION; DECISION-MAKING; SOCIAL IDENTITY; WORKPLACE DEVIANCE; LOOK-UP; SELF; CLIMATE; PERCEPTIONS;

D O I：

10.1016/j.leaqua.2014.08.005

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

The literature on ethical leadership has focused primarily on the way ethical leaders influence follower moral judgment and behavior. It has overlooked that follower responses to ethical leaders may differ depending on the attention they pay to the moral aspects of leadership. In the present research, we introduce moral attentiveness as an important moderator for the relationship between ethical leadership and unethical employee behavior. In a multisource field study (N = 90), we confirm our hypothesis that morally attentive followers respond with more deviance to unethical leaders. An experimental study (N = 96) replicates the finding. Our paper extends the current leader-focused literature by examining how follower moral attentiveness determines the response of followers to ethical or unethical leadership. (C) 2014 Elsevier Inc. All rights reserved.

引用

页码：190 / 203

页数：14

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