Supervisor-Subordinate (Dis)agreement on Ethical Leadership: An Investigation of its Antecedents and Relationship to Organizational Deviance

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

Research output: Contribution to journalArticle

4 Scopus citations

Abstract

We examine supervisor-subordinate (dis)agreement regarding perceptions of the supervisor's ethical leadership and its relationship to organizational deviance. We find that, on average, supervisors rate themselves more favorably on ethical leadership compared to how followers rate them. In addition, polynomial regression results reveal that unit-level organizational deviance is higher when there is agreement about lower levels of ethical leadership, and disagreement when supervisors rate themselves higher on ethical leadership than subordinates' ratings of the supervisors. Finally, drawing on social influence theories, we look at antecedents of (dis)agreement and find that supervisors' beliefs about themselves (that they were "better-than-average" ethical leaders) and others (their assumptions about whether the morality of their subordinates is malleable or not) are associated with self-other (dis)agreement on ethical leadership.

Original languageEnglish (US)
Pages (from-to)25-53
Number of pages29
JournalBusiness Ethics Quarterly
Volume29
Issue number1
DOIs
StatePublished - Jan 1 2019

All Science Journal Classification (ASJC) codes

  • Business, Management and Accounting(all)
  • Philosophy
  • Economics and Econometrics

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