Two Independent Value Orientations: Ideal and Counter-Ideal Leader Values and Their Impact on Followers’ Respect for and Identification with Their Leaders

Traditionally, conceptualizations of human values are based on the assumption that individuals possess a single integrated value system comprising those values that people are attracted by and strive for. Recently, however, van Quaquebeke et al. (in J Bus Ethics 93:293–305, 2010) proposed that a value system might consist of two largely independent value orientations—an orientation of ideal values and an orientation of counter-ideal values (values that individuals are repelled by), and that both orientations exhibit antithetic effects on people’s responses to the social world. Following a call for further research on this distinction, we conducted two studies to assess the independent effects of ideal and counter-ideal values in leadership settings. Study 1 (N = 131) finds both value orientations to explain unique variance in followers’ vertical respect for their leaders. Study 2 (N = 136) confirms these results and additionally shows an analogous effect for followers’ identification with their leaders. Most importantly, we find that both value orientations exhibit their effects only independently when the content of the two orientations pertain to different value types in Schwartz’s (in J Soc Issues 50:19–46, 1994) circumplex model. Implications for theory and practice are discussed.     

Authentic Leadership: An Empirical Test of Its Antecedents,Consequences, and Mediating Mechanisms

The recent economic crisis as well as other disasters such as the oil spill in the Gulf of Mexico or the nuclear disaster in Japan has fanned calls for leaders who do not deny responsibility, hide information, and deceive others, but rather lead with authenticity and integrity. In this article, we empirically investigate the concept of authentic leadership. Specifically, we examine the antecedents and individual as well as group-level outcomes of authentic leadership in business (Study 1; n = 306) as well as research organizations (Study 2; n = 105). Findings reveal leader self-knowledge and self-consistency as antecedents of authentic leadership and followers’ satisfaction with supervisor, organizational commitment, and extra-effort as well as perceived team effectiveness as outcomes. The relations between authentic leadership and followers’ work-related attitudes as well as perceived team effectiveness are mediated by perceived predictability of the leader, a particular facet of trust. We discuss the implications of our findings for theory and practice and provide suggestions for advancing theory and research on authentic leadership in the future.     

The Relationship Between Leaders’ Group-Oriented Values and Follower Identification with and Endorsement of Leaders: The Moderating Role of Leaders’ Group Membership

In this article, we hypothesize that leaders who display group-oriented values (i.e., values that focus on the welfare of the group rather than on the self-interest of the leader) will be evaluated more positively by their followers than leaders who do not display group-oriented values. Importantly, we expected these effects to be more pronounced for leaders who are ingroup members (i.e., stemming from the same social group as their followers) than for leaders who are outgroup members (i.e., leaders stemming from a different social group than their followers). We tested our hypotheses in two studies. Results of a field study (N = 95) showed the expected relationship between leaders’ group-oriented values and followers’ identification with their leaders. A scenario study (N = 137) replicated the results and extended it to followers’ endorsement of their leaders. Overall, these findings suggest that displaying group-oriented values pays off more for ingroup than for outgroup leaders.     

Defining Respectful Leadership: What It Is,How It Can Be Measured,and Another Glimpse at What It Is Related to

Research on work values shows that respectful leadership is highly desired by employees. On the applied side, however, the extant research does not offer many insights as to which concrete leadership behaviors are perceived by employees as indications of respectful leadership. Thus, to offer such insights, we collected and content analyzed employees’ narrations of encounters with respectful leadership (N ₁ = 426). The coding process resulted in 19 categories of respectful leadership spanning 149 leadership behaviors. Furthermore, to also harness this comprehensive repertoire for quantitative organizational research, we undertook two more studies (N _2a = 228; N _2b = 412) to empirically derive a feasible item-based measurement of respectful leadership and assess its psychometric qualities. In these studies, we additionally investigated the relationships between respectful leadership as assessed with this new measurement and employees’ vertical and contextual followership as assessed via subordinates’ identification with their leaders, their appraisal respect for their leaders, their feeling of self-determination, and their job satisfaction.     

打开领导有效性的黑箱:领导行为和领导下属关系研究

This study is an integration of the leader-focused perspective and leader-follower exchange perspective, attempting to understand the relationship between leadership styles, leader-member relationship, and their joint impact on followers’ effectiveness, satisfaction, extra effort and organizational commitment. 615 respondents from five big pharmaceutical companies in China participated in this study. Results show that: (1) transformational leadership has positive influence on followers’ effectiveness, satisfaction, extra effort and organizational commitment; contingent reward has positive influence on effectiveness; management-by-exception leadership has negative influence on satisfaction; laissez-faire leadership has negative influence on effectiveness and satisfaction. (2) Leader-member exchange partially mediates the relationship between transformational, contingent reward, management-by-exception, laissez-faire leaderships and followers’ effectiveness, extra effort, satisfaction and organizational commitment. Translated and revised from Guanli shijie 맜理世界(Management World), 2006, (9): 87–93     

Find Out How Much It Means to Me! The Importance of Interpersonal Respect in Work Values Compared to Perceived Organizational Practices

Two large online surveys were conducted among employees in Germany to explore the importance employees and organizations place on aspects of interpersonal respect in relation to other work values. The first study (n = 589) extracted a general ranking of work values, showing that employees rate issues of respect involving supervisors particularly high. The second study (n = 318) replicated the previous value ranking. Additionally, it is shown that the value priorities indicated by employees do not always match their perceptions of actual organizational practices. Particularly, interpersonal respect issues that involve employees’ supervisors diverge strongly negative. Consequences and potentials for change in organizations are discussed.     

Impact of Ethical Leadership and Leader–Member Exchange on Whistle Blowing: The Moderating Impact of the Moral Intensity of the Issue

Given the prevalence of corporate frauds and the significance of whistle blowing as a mechanism to report about the frauds, the present study explores the impact of ethical leadership and leader–member exchange (LMX) on whistle blowing. Additionally, the article also explores the moderating role of the moral intensity [studied as magnitude of consequences (MOC)] of the issue on this relationship. The article reports results of three experimental studies conducted on the postgraduate students of a premier technology institute in India. Ethical leadership, LMX, and moral intensity are manipulated through scenarios. Study one (n = 81) manipulates ethical leadership (ethical/unethical) and quality of LMX (low and high) as independent variables; study two (n = 80) manipulates ethical leadership and moral intensity (high and low MOC), and study three (n = 87) manipulates LMX and MOCs to assess their individual and joint effects on whistle blowing. Results show that not only do ethical leadership and LMX predict whistle blowing, but these relationships get moderated by the moral intensity of the issue as well.     

Ethical leadership in Chinese organizations: Developing a scale

In light of a series of ethical scandals in China in recent years, this research aims to develop a reliable and valid scale to measure ethical leadership, namely the “ethical leadership measure (ELM).” Our results show that ELM is strongly and positively correlated with scales for authentic leadership, ethical leadership, idealized influence, and a recently-developed leadership virtues questionnaire (LVQ); and negatively correlated with laissez-faire leadership and passive management by exception. ELM is also found to be positively related to followers’ job satisfaction, affective commitment, trust in leader, organizational citizenship behavior, and moral identity, and negatively related to followers’ intention to quit.     

Work Engagement and Machiavellianism in the Ethical Leadership Process

Leaders who express an ethical identity are proposed to affect followers’ attitudes and work behaviors. In two multi-source studies, we first test a model suggesting that work engagement acts as a mediator in the relationships between ethical leadership and employee initiative (a form of organizational citizenship behavior) as well as counterproductive work behavior. Next, we focus on whether ethical leadership always forms an authentic expression of an ethical identity, thus in the second study, we add leader Machiavellianism to the model. For Machiavellian leaders, the publicly expressed identity of ethical leadership is inconsistent with the privately held unethical Machiavellian norms. Literature on surface acting suggests people can at least to some extent pick up on such inauthentic displays, making the effects less strong. We thus argue that the positive effects of ethical leader behavior are likely to be suppressed when leaders are highly Machiavellian. Support for this moderated mediation model was found: The effects of ethical leader behavior on engagement are less strong when ethical leaders are high as opposed to low on Machiavellianism.     

The Leadership Archetype: A Jungian Analysis of Similarities between Modern Leadership Theory and the Abraham Myth in the Judaic–Christian Tradition

Archetypal psychology suggests the possibility of a leadership archetype representing the unconscious preferences of human beings as a species about the appropriate relationships between leaders and followers. Mythological analysis compared God’s leadership in the Abraham myth with modern visionary, ethical and situational leadership to find similarities reflecting continuities in human thinking about leadership over as long as 3600 years. God’s leadership behavior is very modern except that God is generally more relationship oriented. The leadership archetype that emerges is of a leader that develops his/her follower by reliably maintaining a vision, behaving according to firm ethical values even when it weakens the leader’s authority, accepting suffering when the follower is unreliable, and always forgiving even when the follower behaves with hubris in an attempt to overthrow the leader. If God’s leadership principles were mandatory in management, many dysfunctional leaders would be disqualified and many of the negative consequences of poor leadership might be averted. Neil Remington Abramson is an Associate Professor of Strategy, Specialist in building effective business relationships in comparative management contexts.     

Testing a Model of Behavioral Intentions in the Republic of Macedonia: Differences Between the Private and the Public Sectors

In this study, we developed a model of unethical behavior intentions, collected data from managers of the private (n = 208) and the public (n = 307) sectors in the Republic of Macedonia, and tested our model across these two sectors. Results suggested that for both sectors, unethical behavior intentions were not related to the love of money and corporate ethical values, whereas irritation was negatively related to life satisfaction. Moreover, corporate ethical values were related to life satisfaction for the private sector only, whereas the love of money and unethical behavior intentions were related to irritation for the public sector only. Managers in the private sector had higher corporate ethical values, lower unethical behavior intentions, lower irritation, and higher life satisfaction than those in the public sector. There was no difference in the love of money. There were more bad apples in the public sector (34.85%) than in the private sector (23.56%). The strongest factor of unethical behavior intentions in the private and the public sectors␣was theft and corruption, respectively. Finally, for the culture-free (etic) model, the love of money was positively related to irritation. Corporate ethical values had a positive “double-whammy” effect: reducing irritation and enhancing life satisfaction. Unethical behavior intentions were positively related to irritation (a mediator), which was negatively related to life satisfaction. Our theory provides new insights regarding doing business in the Republic of Macedonia.

Bad Apples,Bad Barrels,and Broken Followers? An Empirical Examination of Contextual Influences on Follower Perceptions and Reactions to Aversive Leadership

Research on destructive leadership has largely focused on leader characteristics thought to be responsible for harmful organizational outcomes. Recent findings, however, demonstrate the need to examine important contextual factors underlying such processes. Thus, the present study sought to determine the effects of an organization’s climate and financial performance, as well as the leader’s gender, on subordinate perceptions of and reactions (i.e., whistle-blowing intentions) to aversive leadership, a form of destructive leadership based on coercive power. 302 undergraduate participants read through a series of vignettes describing a fictional organization, its employees, and an aversive leader in charge of the company’s sales department. They were then asked to envision themselves as subordinates of the leader and respond to several quantitative measures and open-ended questions. Consistent with Padilla and colleagues' (2007) toxic triangle theory, results suggest that both perceptions and reactions to aversive leadership depend on the three aforementioned factors. Specifically, aversive leaders were perceived more aversively and elicited greater whistle-blowing intentions in financially unstable organizations possessing climates intolerant of negative leader behavior. Moreover, female aversive leaders were perceived more aversively than their male counterparts under such conditions. Theoretical and practical implications as well as future research directions are also discussed.     

An Empirical Study of Leader Ethical Values,Transformational and Transactional Leadership,and Follower Attitudes Toward Corporate Social Responsibility

Several leadership and ethics scholars suggest that the transformational leadership process is predicated on a divergent set of ethical values compared to transactional leadership. Theoretical accounts declare that deontological ethics should be associated with transformational leadership while transactional leadership is likely related to teleological ethics. However, very little empirical research supports these claims. Furthermore, despite calls for increasing attention as to how leaders influence their followers’ perceptions of the importance of ethics and corporate social responsibility (CSR) for organizational effectiveness, no empirical study to date has assessed the comparative impact of transformational and transactional leadership styles on follower CSR attitudes. Data from 122 organizational leaders and 458 of their followers indicated that leader deontological ethical values (altruism, universal rights, Kantian principles, etc.) were strongly associated with follower ratings of transformational leadership, while leader teleological ethical values (utilitarianism) were related to follower ratings of transactional leadership. As predicted, only transformational leadership was associated with follower beliefs in the stakeholder view of CSR. Implications for the study and practice of ethical leadership, future research directions, and management education are discussed.     

Value Congruence and Charismatic Leadership in CEO–Top Manager Relationships: An Empirical Investigation

Although charismatic leadership theorists have long argued that leader–follower value congruence plays a central role in the development of charismatic relationships, few studies have tested this proposition. Using data from two studies involving a total of 329 CEOs and 1807 members of their top management teams, we tested the hypothesis that value congruence between leaders and their followers is empirically linked to follower perceptions of the charisma of their leader. Consistent with a relational perspective on charismatic leadership, strong support was found for the hypothesis that perceived value congruence between leaders (CEOs) and their followers (members of their top management teams) is positively related to follower perceptions of the degree of charisma possessed by the leader. Conversely, only limited support was found for the hypothesis that actual value congruence is linked to perceptions of charismatic leadership. Implications of these findings for research and practice are discussed.     

Can rewards induce corresponding forms of theft? Introducing the reward-theft parity effect

Rewards are reinforcement mechanisms that organizations use to shape desirable employee behaviors. However, rewards may also have unintended consequences, such as building expectations for receiving extra benefits and weakening employee barriers to unethical acts. This article investigates the dark side of the reward–behavior association, and exploring what is referred to as the reward–theft parity effect (RTPE). The authors hypothesize that receiving rewards induces a corresponding type of theft. In Study 1, survey results (n = 634) show initial support for the RTPE between rewards and same-category theft, and that perceptions of procedural justice attenuate this association. Study 2 involved a 2 (reward) × 2 (theft opportunity) between-subjects experimental design (n = 300) and provides further support for the RTPE by revealing greater theft under a reward–theft parity condition than under a reward–theft disparity condition. Study 3 replicates these findings in a field experiment (n = 285) and finds that the RTPE is exacerbated when the reward–behavior task is perceived as unjust. Collectively, these findings provide new theoretical insights while also giving managers a more complete understanding of the dark side of behavioral reinforcement mechanisms.     

Longitudinal Effects of Corporate Social Responsibility on Customer Relationships

Despite the emergence of corporate social responsibility, the impact of CSR efforts on customer relationships remains decidedly unclear. Moreover, previous studies have examined CSR in cross-sectional, experimental, and/or artificial settings. Through field survey data collected at both the beginning (n = 750) and conclusion (n = 469) of the 2007–2008 NBA season, the authors investigate linkages between customers’ perceptions of the CSR performance of an NBA team and the strength of their relationship with this same organization. With all respondents of the latter survey participating in both samples, the authors assess how CSR performance impacts customer relationships over time. The findings show how a firm that engages in CSR initiatives may reap rewards by building trusting and committed customer relationships which, in turn, help forge desirable customer behaviors. The results also demonstrate how CSR’s influence strengthens over the course of the tested business cycle, thus yielding revealing insights to academics and practitioners when it comes to understanding the real-world impact of CSR performance for strengthening customer relationships.     

Apologies and Transformational Leadership

This empirical investigation showed that contrary to the popular notion that apologies signify weakness, the victims of mistakes made by leaders consistently perceived leaders who apologized as more transformational than those who did not apologize. In a field experiment (Study 1), male referees who were perceived as having apologized for mistakes made officiating hockey games were rated by male coaches (n = 93) as more transformational than when no apology was made. Studies 2 (n = 50) and 3 (n = 224) replicated this effect in two vignette studies to enhance internal and ecological validity. Contrary to expectations in Study 3, there were no apology×leader gender interactions. Theoretical and practical implications are discussed.     

Human Rights,Transnational Corporations and Embedded Liberalism: What Chance Consensus?

I assessed change in students’ moral reasoning following five 75-min classes on business ethics and two assignments utilizing a novel pedagogical approach designed to foster ethical reasoning skills. To minimize threats to validity present in previous studies, an untreated control group design with pre- and post-training measures was used. Training (n = 114) and control (n = 76) groups comprised freshmen business majors who completed the Defining Issues Test before and after the training. Results showed that, controlling for pre-training levels of moral reasoning, students in the training group demonstrated higher levels of post-training principled moral judgment than students in the control group.     

Faith at Work Scale (FWS): Justification,Development, and Validation of a Measure of Judaeo-Christian Religion in the Workplace

Workplace spirituality research has sidestepped religion by focusing on the function of belief rather than its substance. Although establishing a unified foundation for research, the functional approach cannot shed light on issues of workplace pluralism, individual or institutional faith-work integration, or the institutional roles of religion in economic activity. To remedy this, we revisit definitions of spirituality and argue for the place of a belief-based approach to workplace religion. Additionally, we describe the construction of a 15-item measure of workplace religion informed by Judaism and Christianity – the Faith at Work Scale (FWS). A stratified random sample (n = 234) of managers and professionals assisted in refining the FWS which exhibits a single factor structure (Eigenvalue = 8.88; variance accounted for = 59.22%) that is internally consistent (Cronbach’s α = 0.77) and demonstrates convergent validity with the Faith Maturity Scale (r = 0.81, p > 0.0001). The scale shows lower skew and kurtosis with Mainline and Catholic adherents than with Mormons and Evangelicals. Validation of the scale among Jewish and diverse Christian adherants would extend research in workplace religion.     

Ethical Leadership Evaluations After Moral Transgression: Social Distance Makes the Difference

In light of continuing corporate scandals, the study of ethical leadership remains an important area of research which helps to understand the antecedents and consequences of ethical behavior in organizations. The present study investigates how social distance influences ethical leadership evaluations, and how in turn ethical leadership evaluations affect leader–member exchange (LMX) after a leader’s moral transgression. Based on construal level theory, we propose that higher social distance will lead to more severe evaluations of immoral behavior and therefore entail lower ethical leadership ratings. More- over, we hypothesize that ethical leadership will positively affect LMX. Participants read a scenario describing a moral situation in which a leader, who was presented in either high or low social distance, behaves unethically toward an employee. We tested our predictions using a structural equation modeling approach. As expected, participants in the high social distance condition judged leaders more harshly (i.e., they gave lower ethical leadership ratings) than in the low social distance condition. Thus, social distance moderated the extent to which leaders are perceived as ethical leaders after moral transgression. Moreover, in accordance with our proposition, ethical leadership ratings had a positive influence on LMX.