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How low does ethical leadership flow? Test of a trickle-down model
Journal article   Peer reviewed

How low does ethical leadership flow? Test of a trickle-down model

David M. Mayer, Maribeth Kuenzi, Rebecca Greenbaum, Mary Bardes and Rommel (Bombie) Salvador
Organizational behavior and human decision processes, v 108(1), pp 1-13
01 Jan 2009
DOI: https://doi.org/10.1016/j.obhdp.2008.04.002
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https://stars.library.ucf.edu/facultybib2000/1890View
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Abstract

Business & Economics Management Psychology Psychology, Applied Psychology, Social Social Sciences
This research examines the relationships between top management and supervisory ethical leadership and group-level outcomes (e.g., deviance, OCB) and suggests that ethical leadership flows from one organizational level to the next. Drawing on social learning theory [Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall.; Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice-Hall.] and social exchange theory [Blau, p. (1964). Exchange and power in social life. New York: John Wiley.]. the results support our theoretical model using a sample of 904 employees and 195 managers in 195 departments. We find a direct negative relationship between both top management and supervisory ethical leadership and group-level deviance, and a positive relationship with group-level OCB. Finally, consistent with the proposed trickle-down model, the effects of top management ethical leadership on group-level deviance and OCB are mediated by supervisory ethical leadership. (C) 2008 Elsevier Inc. All rights reserved.

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Domestic collaboration
Web of Science research areas
Management
Psychology, Applied
Psychology, Social
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