Antecedents and consequences of employee-supervisor agreement on ethical leadership

David M. Mayer, Manuela Priesemuth, Michael Brown, Maribeth Kuenzi

Research output: Contribution to conferencePaper

Abstract

This research examines antecedents and consequences of employee-supervisor agreement regarding ethical leadership. Using a sample of 1525 employees and 334 supervisors in 334 units, hypotheses derived from social learning theory (Bandura, 1977, 1986) are largely supported. Supervisor better-than-average (BTA) beliefs, supervisor cynical view of human nature, and the frequency of interaction between employees and supervisors are associated with employee-supervisor (dis)agreement on the supervisor's ethical leadership. In addition, polynomial regression results reveal that employee organizational deviance is higher when there is agreement about low levels of ethical leadership, and disagreement when supervisors rate themselves higher on ethical leadership than employees do.

Original languageEnglish (US)
DOIs
StatePublished - 2009
Event69th Annual Meeting of the Academy of Management, AOM 2009 - Chicago, IL, United States
Duration: Aug 7 2009Aug 11 2009

Other

Other69th Annual Meeting of the Academy of Management, AOM 2009
CountryUnited States
CityChicago, IL
Period8/7/098/11/09

All Science Journal Classification (ASJC) codes

  • Management Information Systems
  • Management of Technology and Innovation
  • Industrial relations

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  • Cite this

    Mayer, D. M., Priesemuth, M., Brown, M., & Kuenzi, M. (2009). Antecedents and consequences of employee-supervisor agreement on ethical leadership. Paper presented at 69th Annual Meeting of the Academy of Management, AOM 2009, Chicago, IL, United States. https://doi.org/10.5465/ambpp.2009.44257610