This research examines the relationships between top management and supervisory ethical leadership and group-level outcomes (e.g., deviance, OCB) and suggests that ethical leadership flows from one organizational level to the next. Drawing on social learning theory (Bandura, A. (1977). Social learning theory . Englewood Cliffs, NJ: Prentice-Hall.; Bandura, A. (1986). Social foundations of thought and action . Englewood Cliffs, NJ: Prentice-Hall.) and social exchange theory (Blau, p. (1964). Exchange and power in social life . New York: John Wiley.), the results support our theoretical model using a sample of 904 employees and 195 managers in 195 departments. We find a direct negative relationship between both top management and supervisory ethical leadership and group-level deviance, and a positive relationship with group-level OCB. Finally, consistent with the proposed trickle-down model, the effects of top management ethical leadership on group-level deviance and OCB are mediated by supervisory ethical leadership.
Organizational Behavior and Human Decision Processes – Elsevier
Published: Jan 1, 2009
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