원문정보
Effective Conditions of Executive and Manager Ethical Leadership : Contextual Factors of Leader and Follower Individual Inclinations
초록
영어
This study investigated how employees would respond when their Machiavellian supervisor exerted ethical leadership. In prior research, Machiavellian supervisors’ ethical leader behaviors have been perceived to be not genuine by subordinate employees and not effective in facilitate their personal initiatives in prior research. Compared to this past finding, the present study revealed that Machiavellian supervisors’ ethical leader behaviors were perceived to be genuine by subordinate employees and successfully promoted their voice behaviors which have been recognized as a type of personal initiative behaviors. Further, it was also found that the effects of Machiavellian supervisors’ ethical leadership on employee voice were intensified in a particular organizational context of employee power distance orientation. Given the major finding that ethical leadership well demonstrated by a Machiavellian supervisor was effective whether or not it was genuine, ethical leadership training and development might be promising in improving employee positive work behaviors including voice.
목차
Ⅰ. Introduction
Ⅱ. Theory and Hypothesis Development
1. Ethical leadership
2. Voice
3. Machiavellianism
4. Power distance orientation
5. Ethical leadership and employee voice
6. Moderating role of supervisor Machiavellianism
7. Moderating role of employee power distance
8. Moderation by supervisor Machiavellianism and employee power distance
Ⅲ. Method
1. Sample
2. Measure
Ⅳ. Data Analysis
Ⅴ. Results
1. Preliminary data analysis
2. Two-way interaction of supervisor ethical leadership and Machiavellianism
3. Two-way interaction of supervisor ethical leadership and employee power distance
4. Three-Way Interaction of supervisor ethical leadership, supervisor Machiavellianism, and employee power distance orientation
Ⅵ. Discussion
1. Limitations and Future Research
2. Practical Implications
References