When Leadership Goes Unnoticed:
The Moderating Role of Follower
Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior |
| |
| Authors: | James B Avey Michael E Palanski Fred O Walumbwa |
| |
| Institution: | 1.Director, Northwest Center for Organizational Research,
Department of Management, College of Business,Central Washington University,Ellensburg,U.S.A.;2.E. Philip Saunders College of Business,Rochester Institute of Technology,Rochester,U.S.A.;3.W.P. Carey School of Business,Arizona State University,Phoenix,U.S.A. |
| |
| Abstract: | The authors examined the effects of ethical leadership on follower organizational citizenship behavior (OCB) and deviant behavior.
Drawing upon research related to the behavioral plasticity hypothesis, the authors examined a moderating role of follower
self- esteem in these relationships. Results from a field study revealed that ethical leadership is positively related to
follower OCB and negatively related to deviance. We found that these relationships are moderated by followers’ self-esteem,
such that the relationships between ethical leadership and OCB as well as between ethical leadership and deviant behavior
are weaker when followers’ self-esteem is high than low. Implications of these findings for research and practice are discussed. |
| |
| Keywords: | |
| 本文献已被 SpringerLink 等数据库收录！ |
|
