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Ethical leadership, moral equity judgments, and discretionary workplace behavior
Journal article   Open access   Peer reviewed

Ethical leadership, moral equity judgments, and discretionary workplace behavior

Christian J Resick, Michael B Hargis, Ping Shao and Scott B Dust
Human relations (New York), v 66(7), pp 951-972
Jul 2013
DOI: https://doi.org/10.1177/0018726713481633
url
https://repositorio.unal.edu.co/handle/unal/80867View
Accepted (AM)CC BY V4.0,  Open

Abstract

workplace deviance ethical judgments ethical leadership organizational citizenship behavior leadership
The current study examines the role of ethical cognition as a psychological mechanism linking ethical leadership to employee engagement in specific discretionary workplace behaviors. Hypotheses are developed proposing that ethical leadership is associated with employees’ negative moral equity judgments of workplace deviance (a discretionary antisocial behavior) and positive moral equity judgments of organizational citizenship (a discretionary prosocial behavior). In addition, hypotheses propose that moral equity judgments are a key type of ethical cognition linking ethical leadership with employee behaviors. Hypotheses are tested in a cross-organizational sample of 190 supervisor–employee dyads. Results indicate that employees who work for ethical leaders tended to judge acts of workplace deviance as morally inequitable and acts of organizational citizenship as morally equitable. In turn, these judgments guided employee regulation of behavior, and mediated the relationships between ethical leadership and employee avoidance of antisocial conduct and engagement in prosocial behavior.

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15 Record Views
105 citations in Web of Science
116 citations in Scopus

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Collaboration types
Domestic collaboration
Web of Science research areas
Management
Social Sciences, Interdisciplinary
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