When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior

被引：188

作者：

Avey, James B. ^{[1
]}

Palanski, Michael E. ^{[2
]}

Walumbwa, Fred O. ^{[3
]}

机构：

[1] Cent Washington Univ, NW Ctr Org Res, Dept Management, Coll Business, Ellensburg, WA 98926 USA

[2] Rochester Inst Technol, E Philip Saunders Coll Business, Rochester, NY 14623 USA

[3] Arizona State Univ, WP Carey Sch Business, Phoenix, AZ USA

来源：

JOURNAL OF BUSINESS ETHICS | 2011年 / 98卷 / 04期

关键词：

behavioral plasticity; ethical leadership; organizational citizenship behavior; self-esteem; workplace deviance; ORGANIZATIONAL CITIZENSHIP; AUTHENTIC LEADERSHIP; STRATEGIES;

D O I：

10.1007/s10551-010-0610-2

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

The authors examined the effects of ethical leadership on follower organizational citizenship behavior (OCB) and deviant behavior. Drawing upon research related to the behavioral plasticity hypothesis, the authors examined a moderating role of follower self- esteem in these relationships. Results from a field study revealed that ethical leadership is positively related to follower OCB and negatively related to deviance. We found that these relationships are moderated by followers' self-esteem, such that the relationships between ethical leadership and OCB as well as between ethical leadership and deviant behavior are weaker when followers' self-esteem is high than low. Implications of these findings for research and practice are discussed.

引用

页码：573 / 582

页数：10

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