The effect of leadership on follower moral identity: Does transformational/transactional style make a difference?

Weichun Zhu, Ronald E. Riggio, Bruce J. Avolio, John J. Sosik

Research output: Contribution to journalArticlepeer-review

65 Scopus citations

Abstract

The goal of this article is to study the effects of transformational versus transactional leadership behavior on how followers report their level of moral identity. Using field survey data (n = 672) and experimental data (n = 225), the authors found that transformational leadership and transactional leadership (including contingent reward and active management-by-exception) have a positive effect on priming follower moral identity. In addition, results also revealed that transformational leadership behavior has a larger positive effect on follower moral identity than transactional leadership. Furthermore, this study established the preliminary construct validity of a scale of moral identity. The theoretical implications, practical implications, and future research recommendations of these results are discussed.

Original languageEnglish (US)
Pages (from-to)150-163
Number of pages14
JournalJournal of Leadership and Organizational Studies
Volume18
Issue number2
DOIs
StatePublished - May 2011

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Sociology and Political Science
  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management Science and Operations Research

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