From Moral Exemplar to Underperformer? The Double-Edged Sword of Ethical Leadership for Leader In-Role and Extra-Role Performance

• 成果类型: Article
• 署名作者: Ho, Grace Ching Chi; Welsh, David T.; Bush, John T.
• 署名单位: Southern Methodist University; Arizona State University; Arizona State University-Tempe; State University System of Florida; University of Central Florida
• 刊物名称: JOURNAL OF APPLIED PSYCHOLOGY
• ISSN/ISSBN: 0021-9010
• DOI: 10.1037/apl0001264
• 发表日期: 2025
• 页码: 1036-1065
• 关键词: ETHICAL LEADERSHIP; leader performance; social exchange; gratitude; anger

摘要

Given the overall positive influence ethical leaders have on their followers' performance, the literature has largely assumed that ethical leadership also facilitates the performance of leaders themselves. We challenge this assumption by adopting a within-person perspective to reveal more nuanced relationships between distinct forms of daily ethical leadership and daily leader performance. Building on the affect theory of social exchange (Lawler, 2001), we develop a theoretical model that examines the diverging effects of daily promotion- and prevention-focused ethical leadership on daily leader performance through the reciprocal influence of followers' affective reactions. Specifically, we predict that whereas daily promotion-focused ethical leadership will elicit follower displayed gratitude toward the leader, daily prevention-focused ethical leadership will elicit follower displayed anger toward the leader. Downstream, we predict that follower displayed gratitude and anger will subsequently influence leaders' in-role and extra-role performance. We also explore how overall social exchange quality shapes the daily affective and behavioral dynamics between leaders and followers. Results from three studies using a multimethod approach provide convergent support for our model. Overall, this research offers both theoretical and practical insights about the potentially unexpected leader-centric consequences of ethical leadership.