When Does Ethical Leadership Affect Workplace Incivility? The Moderating Role of Follower Personality
Although prior work has shown that employees with ethical leaders are less likely to engage in deviant or unethical behaviors, it is unknown whether all employees respond this way or to the same extent. Drawing on social learning theory as a conceptual framework, this study develops and tests hypoth...
| Главные авторы: | ; |
|---|---|
| Формат: | Электронный ресурс Статья |
| Язык: | Английский |
| Проверить наличие: | HBZ Gateway |
| Interlibrary Loan: | Interlibrary Loan for the Fachinformationsdienste (Specialized Information Services in Germany) |
| Опубликовано: |
2014
|
| В: |
Business ethics quarterly
Год: 2014, Том: 24, Выпуск: 4, Страницы: 595-616 |
| Другие ключевые слова: | B
core self-evaluation
B Conscientiousness B Ethics B Ethical Leadership B Deviance B workplace incivility |
| Online-ссылка: |
Presumably Free Access Volltext (JSTOR) Volltext (lizenzpflichtig) Volltext (lizenzpflichtig) |
| Итог: | Although prior work has shown that employees with ethical leaders are less likely to engage in deviant or unethical behaviors, it is unknown whether all employees respond this way or to the same extent. Drawing on social learning theory as a conceptual framework, this study develops and tests hypotheses suggesting that two follower characteristics—conscientiousness and core self-evaluation—moderate the negative relationship between ethical leadership and workplace incivility. Data from employees of a U.S. public school district supported our predictions. Implications and future research directions are discussed. |
|---|---|
| ISSN: | 2153-3326 |
| Второстепенные работы: | Enthalten in: Business ethics quarterly
|
| Persistent identifiers: | DOI: 10.5840/beq201492618 |
