MORALIZED LEADERSHIP: THE CONSTRUCTION AND CONSEQUENCES OF ETHICAL LEADER PERCEPTIONS

• 成果类型: Article
• 署名作者: Fehr, Ryan; Yam, Kai Chi (Sam); Dang, Carolyn
• 署名单位: University of Washington; University of Washington Seattle; National University of Singapore; University of New Mexico
• 刊物名称: ACADEMY OF MANAGEMENT REVIEW
• ISSN/ISSBN: 0363-7425
• DOI: 10.5465/amr.2013.0358
• 发表日期: 2015
• 页码: 182-209
• 关键词: AUTHENTIC TRANSFORMATIONAL LEADERSHIP; PATH-GOAL THEORY; prosocial behavior; ORGANIZATIONAL JUSTICE; IMPLICIT LEADERSHIP; PATERNALISTIC LEADERSHIP; individual-differences; MULTILEVEL MODEL; JOB-PERFORMANCE; DEONTIC JUSTICE

摘要

In this article we examine the construction and consequences of ethical leader perceptions. First, we introduce moralization as the primary process through which followers come to view their leaders as ethical. Second, we use moral foundations theory to illustrate the types of leader behavior that followers are most likely to moralize. Third, we identify motivations to maintain moral self-regard and a moral reputation as two distinct pathways through which moralization influences follower behavior. Finally, we show how the values that underlie leaders' moralized behavior (e.g., compassion, loyalty) determine the specific types of follower behavior that emerge (e.g., prosocial behavior, pro-organizational behavior).