Improving the “Leader–Follower” Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response |
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Authors: | Pablo Ruiz Carmen Ruiz Ricardo Martínez |
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Institution: | (1) Rotterdam School of Management, Erasmus University, Erasmus University Rotterdam, PO Box 1738, Room T08-07, 3000 DR Rotterdam, The Netherlands |
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Abstract: | Since time immemorial, the phenomenon of leadership and its understanding has attracted the attention of the business world
because of its important role in human groups. Nevertheless, for years efforts to understand this concept have only been centred
on people in leadership roles, thus overlooking an important aspect in its understanding: the necessary moral dimension which
is implicit in the relationship between leader and follower. As an illustrative example of the importance of considering good
morality in leadership, an empirical study is conducted in which a good performance of the “leader–follower” relationship
is reflected when individuals perceive ethical leadership in higher hierarchical managerial levels. To be precise, findings
of this study demonstrate that follower job response is improved through an ethics trickle-down partial effect from the Top
Manager to the immediate supervisor, and also reveal both key aspects and managerial level on which the practice of ethical
leadership should rest upon to have a stronger effect on the follower positive job response. Practical implications of these
findings and directions for future research are finally presented. |
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Keywords: | |
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