It’s a Match: Moralization and the Effects of Moral Foundations Congruence on Ethical and Unethical Leadership Perception

Journal of Business Ethics 167 (4):707-723 (2020)
  Copy   BIBTEX

Abstract

While much research has focused on the effects of ethical and unethical leadership, little is known about how followers come to perceive their leaders as ethical or unethical. In this article, we investigate the co-creation of ethical and unethical leadership perceptions. Specifically, we draw from emerging research on moral congruence in organizational behaviour and empirically investigate the role of congruence in leaders’ and followers’ moral foundations in followers’ perceptions of ethical and unethical leadership. By analysing objective congruence scores from 67 leader–follower dyads by means of polynomial regression with surface response analysis, we find partial support for our theoretically derived predictions. Significant effects were revealed for the fairness, loyalty, and authority moral foundations but not for the care and sanctity moral foundations. We discuss theoretical and practical implications of these findings.

Links

PhilArchive



    Upload a copy of this work     Papers currently archived: 76,101

External links

Setup an account with your affiliations in order to access resources via your University's proxy server

Through your library

Similar books and articles

The Moral Entrepreneur: A New Component of Ethical Leadership.Muel Kaptein - 2019 - Journal of Business Ethics 156 (4):1135-1150.

Analytics

Added to PP
2019-05-24

Downloads
13 (#767,155)

6 months
1 (#447,139)

Historical graph of downloads
How can I increase my downloads?