One style fits all? A study on the role of implicit expectations in ethical leadership

Leaders have a critical role when it comes to fostering ethics of and within organizations. Leadership, however, is an inherently relational phenomenon, which implies that followers themselves also have a role in the constitution of ethical leadership. Drawing on data from a series of qualitative and quantitative studies, this article shows how followers, in part due to differences in their task environment, vary in their implicit assumptions, ideas, and expectations of ethical leadership. These so-called implicit theories of ethical leadership subsequently function as a lens that shapes and biases follower perceptions and interpretations of ethical leadership behavior. One's reputation for ethical leadership, and hence influence on follower ethical behavior, thus not only depends on the characteristics and behaviors of the leader itself, but also on the a priori expectations of his or her followers. Implications and recommendations for managers are discussed.