领导者的人格特质与员工建言行为中介角色的道德领导与工作群体的心理安全毕业论文外文翻译Word格式.docx

领导者的人格特质与员工建言行为中介角色的道德领导与工作群体的心理安全毕业论文外文翻译Word格式.docx

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MichiganStateUniversityArizonaStateUniversity

Theantecedentsandconsequencesofethicalleadershipwereexaminedinastudyof894employeesandtheir222immediatesupervisorsinamajorfinancialinstitutionintheUnitedStates.Theleaderpersonalitytraitsofagreeablenessandconscientiousnesswerepositivelyrelatedtodirectreports’ratingsoftheleader’sethicalleadership,whereasneuroticismwasunrelatedtotheseratings.Ethicalleadershipinfluencedfollowers’voicebehaviorasratedbyfollowers’immediatesupervisors.Thisrelationshipwaspartiallymediatedbyfollowers’perceptionsofpsychologicalsafety.Implicationsforresearchonethicalleadershipandmeanstoenhanceethicalbehavioramongleadersandnonleadersarediscussed.

Keywords:

ethicalleadership,leadership,personality,psychologicalsafety,voice

Inboththemassmediaandtheacademiccommunity,therehasbeenasurgeininterestintheethicalandunethicalbehaviorofleaders.Althoughthehigh-profilecorporatescandalsinrecentyearsmayexplainmuchofthemassmediaandpopularfocus（Walumbwa,Avolio,Gardner,Wernsing,&

Peterson,2008）,academics’interesthasbeenpiquedbyfreshevidencethatethicalleadershipbehaviorisassociatedwithbothpositiveandnegativeorganizationalprocesses（e.g.,Brown,Trevin˜o,&

Harrison,2005;

Mayer,Kuenzi,Greenbaum,Bardes,&

Salvador,2009）andoutcomes（DeHoogh&

DenHartog,2008）.Inthisstudy,wesoughttocontributetothisbodyofknowledgebyexaminingnewantecedentsandoutcomesofethicalleadership.

Brownetal.（2005,p.120）definedethicalleadershipas“thedemonstrationofnormativelyappropriateconductthroughpersonalactionsandinterpersonalrelationships,andthepromotionofsuchconducttofollowersthroughtwo-waycommunication,reinforcement,anddecision-making”（forareview,seeBrown&

Trevin˜o,2006）.Brownetal.arguedthatethicalleadersnotonlyinformindividualsofthebenefitsofethicalbehaviorandthecostofinappropriatebehavior;

suchleadersalsosetclearstandardsanduserewardsandfairandbalancedpunishmenttoholdfollowersaccountablefortheirethicalconduct（seealsoTrevin˜o,Brown,&

Hartman,2003）.Despitetheassumedimportanceandprominenceofethicalleadershipinorganizations,therearestillmanyquestionsrelatingtoitsantecedentsandconsequences（Brownetal.,2005）.Forexample,researchersknowverylittleaboutwhysomeleadersengageinthespectrumofethicalleadershipbehaviorsandothersdonot.Onekeyquestioniswhetherthelikelihoodofanindividualbeingperceivedasanethicalleaderamongsubordinatescanbepredictedusinghisorherpersonalcharacteristics.Identifyingtraitantecedentswillaidinthedevelopmentofstrategiesforselectinganddevelopingethicalleadersanddeterminingthebestmeanstoreinforceethicalbehaviors.

Onlyafewstudieshaveaddressedtheconsequencesofethicalleadershipbehavior（Brownetal.,2005;

Detert,Trevin˜o,Burris,&

Andiappan,2007;

Mayeretal.,2009）.Whereassomereliableevidencefromrecentstudiessupportstheideathatethicalleadershiphasarangeoffavorableoutcomes（e.g.,Brownetal.,2005;

Mayeretal.,2009）,Detertetal.（2007）foundnorelationshipbetweenethicalleadershipandfoodshrinkage,anindexofcounterproductivebehavioramongrestaurantemployees.Somepsychologicalmechanismsthatmayexplainthemorefavorableeffectsofethicalleadershiphavebeendiscussed（seeBrown&

Trevin˜o,2006）,butlittleempiricalattentionhasbeendirectedtowardunderstandingthepsychologicalprocessesthatmaydifferentiatethebehavioroffollowersofethicalleadersfromthatoffollowersoflessethicalleaders.Aclearerunderstandingofthemechanismsbywhichethicalleadershipinfluencesoutcomesisnotonlyneededforthepracticalconcernsofselectingfor,developing,andmotivatingethicalleadership;

suchinformationwouldalsobevaluablefordeterminingwhethertheconstructdevelopedbyBrownandTrevin˜oandtheircolleaguescontributessomethinggenuinelynewtoleadershipresearchandpractice.

Withtheselimitationsoftheextantliteratureinmind,wehadthreeaimsinthepresentstudy.First,weidentifiedindividualtraitsthatwereexpectedtoinfluenceethicalleadership.Wechosetofocusonhowleaderpersonalityrelatestofollowerratingsoftheleader’sethicalbehaviorfortworeasons.Brownetal.（2005）andBrownandTrevin˜o（2006）proposedthatthreepersonalitytraits—conscientiousness,agreeableness,andneuroticism—areplausibleantecedentsofethicalleadership.Personalityantecedentsmaybeuniquelysuitedtopredictingethicalleadership,becauseethicalbehaviorreflectsvariationinindividuals’deep-seatedvaluesandbeliefs;

thus,ethicalleadershipshouldbeabehavioralpatternthatisveryconstantacrosssituationsandovertime.

Second,thepresentstudycontributestotheemergingtheoreticalandempiricalresearchonethicalleadershipbyexaminingindividual-andgroup-leveloutcomesthathavebeenestablishedtohaveimportantimplicationsforworkunitfunctioning:

workgrouppsychologicalsafety（Edmondson,1999）andemployeevoicebehavior（LePine&

VanDyne,1998）.Finally,ourstudytestedwhetherfollowers’perceptionsofpsychologicalsafetymediatedtherelationshipbetweenethicalleadershipandvoicebehavior.Weintegratedthesevariousfactorsinatheoreticalmodelthatwetestedusingdatafromdistinctsources.Figure1summarizestheconceptualmodelexaminedinthepresentstudy.

TheoryandHypothesisDevelopment

EthicalLeadership,PsychologicalSafety,andEmployeeVoice

Employeevoiceisdefinedas“promotivebehaviorthatemphasizesexpressionofconstructivechallengeintendedtoimproveratherthanmerelycriticize”（VanDyne&

LePine,1998,p.109）.Itconcernsthebottom-upprocessofrank-and-fileemployeesmakinginnovativesuggestionsforchangeandrecommendingmodificationstostandardprocedures.Voicebehaviorisanimportantcomponentofextrarolebehavior（i.e.,thosepositiveanddiscretionarybehaviorsthatarenotrequiredbytheorganizationbutthatarenecessarytofacilitateeffectiveorganizationalfunctioning;

Organ,Podsakoff,&

MacKenzie,2006）.Mayeretal.（2009）foundthatethicalleadershipwasasignificantpredictorofgroup-levelhelpingbehavior,whichisadistinctdomainofextrarolebehavior.Likehelpingbehavior,constructivevoicebehaviorshouldbevaluedbyleadersbecauseitcanrevealproblemsandsolutionstoproblemsaswellaspointtootherideasthatmayhelpworkunitfunctioning（VanDyne&

LePine,1998）.

Oneofthecentralpredictionsofethicalleadershiptheoryisthatethicalleaders“providefollowerswithvoice”（Brownetal.,2005,p.120）.Ethicalleadersspeakoutpubliclyagainstinappropriateorganizationalactionsandbehaviorsandemphasizedoingtherightthing.Fromasociallearningperspective（Bandura,1977）,whenleadersproactivelycreateafairworkenvironment,theybecomeatargetofemulation（Brownetal.,2005）.Becauseethicalleadersconveyhighmoralstandardstoemployees,theyencouragetheirfollowerstovoiceopinionsandsuggestions,notonlyaboutethicalmattersbutalsoaboutotherwork-relatedprocessesandworkcontext.Insupportofthislinkage,Brownetal.foundthatethicalleadershipwassignificantlyrelatedtomembers’willingnesstoreportproblemstomanagement.ThisisonlyoneaspectofVanDyneandLePine’s（1998）voicebehaviorconstruct.Inaddition,voicebehaviorincludesexpressingdissentwhenemployeesperceivethatcertainactionswouldbeinappropriateorunethical,aswellassharingconstructiveideasforworkunitimprovementsevenwhenproblemshavenotsurfaced.Onthisbasis,wepredictedthatethicalleadershipwouldpromotevoicebehaviorinworkUnits.

Hypothesis1:

EthicalleadershipispositivelyrelatedtovoiceBehavior.

Psychologicalsafetyreferstosharedbeliefsamongworkunitmembersthatitissafeforthemtoengageininterpersonalrisktaking（Edmondson,1999）.AccordingtoEdmondson,psychologicalsafetygoesbeyondperceivingandexperiencinghighlevelsofinterpersonaltrust;

italsodescribesaworkclimatecharacterizedbymutualrespect,oneinwhichpeoplearecomfortableexpressingtheirdifferences.Leadersarepivotalforremovingtheconstraintsthatoftendiscouragefollowersfromexpressingtheirconcernsandotherideas.Inenvironmentscharacterizedbyhighpsychologicalsafety,leadersalsoactivelycommunicatetheimportanceofsuchbehaviorandguaranteethatitwillnothavenegativerepercussionsfortheindividualortheworkunitasawhole.Inthisrespect,ethicalleadershipmaybeparticularlyimportant,andyetthisfunctionisunderappreciatedintheliterature.Highlyethicalleadersvaluehonestandtruthfulrelationshipswiththeirfollowers（Brownetal.,2005）.Theyareseentoactaccordingtotheirfundamentalvaluesandbeliefs,ratherthantorespondtoexternalpressuresornarrowandtransitoryinterests.Whenleadersinteractwithfollowerswithopennessandtruthfulness,interpersonaltrustandmutualrespectispromotedbothbetweenfollowersandtheleaderandamongthefollowersthemselves.

Providingapsychologicallysecureenvironmentforemployeescanbeadouble-edgedswordforleaders,however.Whereasfavorablesolutionsmayresult,leadersoftenmustacknowledgefeedbackthatisnotconsistentwiththeirplansandwishes.Theleadersmustallowdissentdespitethepressuresandcomplicationsitentailsandresistthet