Browse > Article
http://dx.doi.org/10.5392/JKCA.2017.17.04.048

The Effects of Ethical Leadership on In-Role Behavior and Psychological Capital: The Moderating Role of Management Decoupling and Personal Decoupling  

Kim, Moonjoo (이화여자대학교 경영연구소)
Publication Information
Abstract
The present empirical research examines the effect of team leader's ethical leadership on team members' in-role behavior and psychological capital. This study also predicts that management decoupling and personal decoupling will moderate the effect of ethical leadership negatively. A growing body on leadership research highlights the role of team leader's moral manager in team settings. Ethical leadership also becomes a salient issue in the situation of unethical decision making and misuse of management power which have done by unethical leaders all around the world. In order to identify the effect of ethical leadership, I collected data of 922 team members from bank, semiconductor manufacturer, and university hospital. Our findings show that ethical leaderships have a positive effect on team members' in-role behavior and psychological capital. In addition, I also found the significant moderation effect of management decoupling which team members perceive their top management team's inauthenticity. Contrary to the prediction, however, the result doesn't support the moderation effect of personal decoupling. I discussed implications of confirming and disconfirming findings in details.
Keywords
Ethical Leadership; In-Role Behavior; Psychological Capital; Management Decoupling; Personal Decoupling;
Citations & Related Records
연도 인용수 순위
  • Reference
1 J. L. Arbuckle, Amos user''s guide: Version 3.6, Chicago, SmallWaters Corp, 1997.
2 J. C. Nunnally, and I. H. Bernstein, Psychometric theory(3rd ed.), New York: McGraw Hill, 1994.
3 P. Ruiz, C. Ruiz, and R. Martinez, "Improving the "leader-follower" relationship: Top manager or supervisor? The ethical leadership trickle-down effect on follower job response," Journal of Business Ethics, Vol.99, pp.587-608, 2011.   DOI
4 L. Heres, "What's the Difference? Ethical leadership in public, hybrid and private sector organizations," Journal of Change Management, Vol.12, No.4, pp.441-466, 2010.   DOI
5 G. R. Salancik and J. Pfeffer, "A social information processing approach to job attitudes and task design," Administrative Science Quarterly, Vol.23, No.2, pp.224-252, 1978.   DOI
6 M. D. Zalesn and J. K. Ford, "Extending the social information processing perspective: New links to attitudes, behaviors, and perceptions," Organizational Behavior and Human Decision Process, Vol.47, pp.205-246, 1990.   DOI
7 L. A. Festinger, A theory of cognitive dissonance, Stanford, CA: Stanford University Press, 1957.
8 G. R. Weaver, L. K. Trevino, and P. Cochran, "Corporate ethics programs as control systems: Influences of executive commitment and environmental factors," Academy of Management Journal, Vol.42, No.1, pp.41-57, 1999.   DOI
9 A. S. Tsui, Z. Zhang, H. Wang, K. R. Xin, and J. B. Wu, "Unpacking the relationship between CEO leadership behavior and organizational culture," Leadership Quarterly, Vol.17, pp.113-137, 2006.   DOI
10 P. M. Podsakoff, S. B. MacKenzie, J. Y. Lee, and N. P. Podsakoff, "Common method biases in behavioral research: A critical review literature and recommended remedies," Journal of Applied Psychology, Vol.88, No.5, pp.879-903, 2003.   DOI
11 F. Luthans, C. M. Youssef, and B. J. Avolio, Psychological capital: Developing the human competitive edge, Oxford, UK: Oxford University Press, 2007.
12 B. Bass and B. Avolio, Multifactor leadership questionnaire(2nd ed.). Redwood City, CA: Mind Garden, 2000.
13 D. May, A. Y. L. Chan, T. D. Hodges, and B. Avolio, "Developing the model component of authentic leadership," Organizational Dynamics, Vol.32, pp.247-260, 2003.   DOI
14 J. E. Bono and T. A. Judge, "Self-concordance at work: Toward understanding the motivational effects of transformational leaders," Academy of Management Journal, Vol.46, pp.554-571, 2003.   DOI
15 Y. Shin, S. Y. Sung, J. N. Choi, and M. S. Kim, "Top management ethical leadership and firm performance: Mediating role of ethical and procedural justice climate," Journal of Business Ethics, Vol.129, pp.43-47, 2015.   DOI
16 W. Zhu, B. J. Avolio, R. E. Riggio, and J. J. Sosik, "A theoretical consideration of the effect of transformational leadership on follower and group ethics," The Leadership Quarterly, Vol.22, pp.801-817, 2011.   DOI
17 D. M. Mayer, K. Aquino, R. L. Greenbaum, and M. Kuenzi, "Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership, Academy of Management Journal, Vol.55, No.1, pp.151-171, 2012.   DOI
18 T. W. H. Ng, and D. C. Feldman, "Organizational tenure and performance," Journal of Management, Vol.36, pp.1220-1250, 2010.
19 K. G. Joreskog and D. Sorbom, LISREL8: Structural equation modeling with the SIMPLIS command language, Chicago, IL: Scientific Software International, Inc. 1993.
20 R. Pernick, "Creating a leadership development program: Nine essential tasks," Public Personnel Management, Vol.30, No.4, pp.429-444, 2001.   DOI
21 J. B. Avey, F. Luthans, and C. M. Youssef, "The additive value of positive psychological capital in predicting work attitudes and behaviors," Journal of Management, Vol.36, pp.430-452, 2010.
22 M. E. Brown, L. K. Trevino, and D. A. Harrison, "Ethical leadership: A social learning perspective for construct development and testing," Organizational Behavior and Human Decision Processes, Vol.97, pp.117-134, 2005.   DOI
23 J. B. Avey, M. E. Palanski, and F. O. Walumbwa, "When leadership goes unnoticed: The moderating role of follower self-esteem on the relationship between ethical leadership and follower behavior," Journal of Business Ethics, Vol.98, pp.573-582, 2010.
24 S. A. Eisenbeib and S. R. Giessner, "The emergence and maintenance of ethical leadership in organizations," Journal of Personnel Psychology, Vol.11, No.1, pp.7-19, 2012.   DOI
25 D. M. Mayer, M. Kuenzi, R. Greenbaum, M. Bardes, and R. B. Salvador, "How low does ethical leadership flow? Test of a trickle down model," Organizational Behavior and Human Processes, Vol.108, No.1, pp.1-13, 2009.   DOI
26 F. O. Walumbwa and J. Schaubroeck, "Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety," Journal of Applied Psychology, Vol.94, No.5, pp.1275-1286, 2009.   DOI
27 R. F. Piccolo, R. Greenbaum, D. N. D. Hartog, and R. Folger, "The relationship between ethical leadership and core job characteristics," Journal of Organizational Behavior, Vol.31, pp.259-278, 2010.   DOI
28 J. M. Bonner, R. L. Greenbaum, and D. M. Mayer, "My boss is morally disengaged: The role of ethical leadership in explaining the interactive effect of supervisor and employee moral disengagement on employee behaviors," Journal of Business Ethics, Vol.137, pp.731-742, 2016.   DOI
29 M. Cording, J. S. Harrison, R. E. Hoskisson, and K. Jonsen, "Walking the talk: A multistakeholder exploration of organizational authenticity, employee productivity, and post-merger performance," The Academy of Management Perspectives, Vol.28, No.1, pp.38-56, 2014.   DOI
30 L. K. Trevino and A. K. Nelson, Managing business ethics: Straight talk about how to do it right, Hoboken, NJ: Wiley, 2011.
31 A. Bandura, Self-efficacy: The exercise of control, New York: Freeman, 1997.
32 A. Bandura, Social learning theory, Englewood Cliffs, NJ: Prentice-Hall, 1977.
33 F. O. Walumbwa, D. M. Mayer, P. Wang, H. Wang, K. Workman, and A. L. Christensen, "Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification," Organizational Behavior and Human Decision Processes, Vol.115, No.2, pp.204-213, 2011.   DOI
34 J. M. Shaubroeck, S. T. Hannah, B. J. Avolio, S. W. J. Kozlowski, R. G. Lord, K. K. Trevino, N. Dimotakis, and A. C. Peng, "Embedding ethical leadership within and across organization levels," Academy of Management Journal, Vol.55, No.5, pp.1053-1078, 2012.   DOI
35 F. Luthans, B. J. Avolio, J. B. Avey, and S. M. Norman, Positive psychological capital: Measurement and relationship with performance and satisfaction, Leadership Institute Faculty Publications, paper 11, 2007.
36 W. L. Gardner, B. J. Avolio, F. Luthans, D. R. May, and F. Walumbwa, "Can you see the real me? A self-based model of authentic leader and follower development," Leadership Quarterly, Vol.16, No.3, pp.343-372, 2005.   DOI
37 C. R. Snyder, "Hope theory: Rainbows in the mind," Psychological Inquiry, Vol.13, pp.249-276, 2002.   DOI
38 F. Luthans and B. J. Avolio, Authentic leadership development, In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship, San Francisco: Berrett-Koehler, pp.241-258, 2003.
39 S. M. Norman, B. J. Avolio, and F. Luthans, "The impact of positivity and transparency on trust in leaders and their perceived effectiveness," Leadership Quarterly, Vol.21, pp.350-364, 2010.   DOI
40 M. E. P. Seligman, Learned optimism, New York: Pocket Books, 1998.
41 F. Luthans, "The need for and meaning of positive organizational behavior," Journal of Organizational Behavior, Vol.23, pp.695-706, 2002.   DOI
42 C. R. Snyder, Handbook of hope: Theory, measures, and applications, San Diego, CA: Academic Press, 2000.
43 A. S. Masten, "Ordinary magic: Resilience processes in development," American Psychologist, Vol.56, pp.227-238, 2001.   DOI
44 S. J. Peterson, F. Luthans, B. J. Avolio, F. O. Walumbwa, and Z. Zhang, "Psychological capital and employee performance: A latent growth modeling approach," Personnel Psychology, Vol.64, pp.427-450, 2011.   DOI
45 E. J. Lawler, S. R. Thye, and J. Yoon, "Emotion and group cohesion in productive exchange," American Journal of Sociology, Vol.106, pp.616-657, 2000.   DOI
46 W. Meyer and B. Rowan, "Institutionalized organizations: Formal structure as myth and ceremony," American Journal of Sociology, Vol.83, No.2, pp.340-363, 1977.   DOI
47 T. MacLean, B. E. Litzky, and D. Kip Holderness, "When organizations don''t walk their talk: A cross-level examination of how decoupling formal ethics programs affects organizational members," Journal of Business Ethics, Vol.128, pp.351-368, 2015.   DOI
48 L. J. Williams and S. E. Anderson, "Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role bebavior," Journal of Management, Vol.17, pp.601-617, 1991.
49 S. Yang and L. Zheng, "The paradox of decoupling: A study of flexible work program and workers' productivity," Social Science Research, Vol.40, No.1, pp.299-311, 2011.   DOI
50 P. M. Blau, Exchange and power in social life, New York, NY: Wiley, 1964.
51 W. H. Bommer, J. L. Johnson, G. A. Rich, P. M. Podsakoff, and S. B. Mackenzie, "On the interchangeability of objective and subjective measures of employee performance: A meta analysis," Personnel Psychology, Vol.48, pp.587-605, 1995.   DOI
52 D. Bouckenooghe, A. Zafar, and U. Raja, "How ethical leadership shapes employees' job performance: The mediating roles of goal congruence and psychological capital," Journal of Business Ethics, Vol.129, pp.251-264, 2015.   DOI
53 F. O. Walumbwa, E. W. Morrison, and A. L. Christensen, "Ethical leadership and group in-role performance: The mediating roles of group conscientiousness and group voice," The Leadership Quarterly, Vol.23, No.5, pp.953-964, 2012.   DOI
54 A. H. B. De Hoogh and D. N. Den Hartog, "Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates'optimism: A multi-method study," The Leadership Quarterly, Vol.19, pp.297-311, 2008.   DOI