Ethical Leadership: Assessing the Value of a Multifoci Social Exchange Perspective

S. Duane Hansen, Bradley J. Alge, Michael E. Brown, Christine L. Jackson, Benjamin B. Dunford

Research output: Contribution to journalArticlepeer-review

80 Scopus citations

Abstract

In this study, we comprehensively examine the relationships between ethical leadership, social exchange, and employee commitment. We find that organizational and supervisory ethical leadership are positively related to employee commitment to the organization and supervisor, respectively. We also find that different types of social exchange relationships mediate these relationships. Our results suggest that the application of a multifoci social exchange perspective to the context of ethical leadership is indeed useful: As hypothesized, within-foci effects (e.g., the relationship between organizational ethical leadership and commitment to the organization) are stronger than cross-foci effects (e.g., the relationship between supervisory ethical leadership and commitment to the organization). In addition, in contrast to the "trickle down" model of ethical leadership (Mayer et al. in Org Behav Hum Decis Process 108:1-13, 2009), our results suggest that organizational ethical leadership is both directly and indirectly related to employee outcomes.

Original languageEnglish (US)
Pages (from-to)435-449
Number of pages15
JournalJournal of Business Ethics
Volume115
Issue number3
DOIs
StatePublished - Jul 1 2013

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Business, Management and Accounting(all)
  • Arts and Humanities (miscellaneous)
  • Economics and Econometrics
  • Law

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