Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification (Publication with Expression of Concern)

被引：491

作者：

Walumbwa, Fred O. ^{[1
]}

Mayer, David M. ^{[2
]}

Wang, Peng ^{[3
]}

Wang, Hui ^{[4
]}

Workman, Kristina ^{[2
]}

Christensen, Amanda L. ^{[1
]}

机构：

[1] Arizona State Univ, WP Carey Sch Business, Tempe, AZ 85287 USA

[2] Univ Michigan, Dept Management & Org, Ann Arbor, MI 48109 USA

[3] Miami Univ, Farmer Sch Business, Oxford, OH 45056 USA

[4] Peking Univ, Guanghua Sch Management, Beijing, Peoples R China

来源：

ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES | 2011年 / 115卷 / 02期

基金：

中国国家自然科学基金;

关键词：

Ethical leadership; Leader-member exchange; Self-efficacy; Organizational identification; Performance; SOCIAL IDENTITY THEORY; WORK-RELATED PERFORMANCE; PROCEDURAL FAIRNESS; TRANSFORMATIONAL LEADERSHIP; JOB-PERFORMANCE; MODERATING ROLE; JUSTICE; COOPERATION; BEHAVIOR; SUPPORT;

D O I：

10.1016/j.obhdp.2010.11.002

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

This research investigated the link between ethical leadership and performance using data from the People's Republic of China. Consistent with social exchange, social learning, and social identity theories, we examined leader member exchange (LMX), self-efficacy, and organizational identification as mediators of the ethical leadership to performance relationship. Results from 72 supervisors and 201 immediate direct reports revealed that ethical leadership was positively and significantly related to employee performance as rated by their immediate supervisors and that this relationship was fully mediated by LMX, self-efficacy, and organizational identification, controlling for procedural fairness. We discuss implications of our findings for theory and practice. (C) 2010 Elsevier Inc. All rights reserved.

引用

页码：204 / 213

页数：10

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