TY - JOUR
T1 - Does ethical leadership predict follower outcomes above and beyond the full-range leadership model and authentic leadership?
T2 - An organizational commitment perspective
AU - Lee, Junghyun (Jessie)
AU - Cho, Jeewon
AU - Baek, Yoonjung
AU - Pillai, Rajnandini
AU - Oh, Se Hyung
N1 - Publisher Copyright:
© 2019, Springer Science+Business Media, LLC, part of Springer Nature.
PY - 2019/9/15
Y1 - 2019/9/15
N2 - Although cumulative evidence has shown that ethical leadership, as an emerging form of positive leadership, has beneficial effects on followers’ work outcomes, the demand for identifying the unique effects of ethical leadership has been increasing due to its conceptual and empirical overlap with other similar forms of leadership. Responding to recent calls for scholarly attention to the predictive validity of ethical leadership, this study investigates the unique effects of ethical leadership that goes above and beyond the full-range leadership model (FRLM) and authentic leadership. Furthermore, drawing on Meyer and Herscovitch’s (2001) model of organizational commitment, we examine the mediating effects of organizational commitment on the relationships among ethical leadership, task performance, and turnover intentions, while controlling for the FRLM and authentic leadership in two separate samples collected in South Korea. Our findings suggest that both affective and normative commitment mediate the posited relationships, even in the presence of the FRLM and authentic leadership. Theoretical and practical implications, limitations, and suggestions for future research are discussed.
AB - Although cumulative evidence has shown that ethical leadership, as an emerging form of positive leadership, has beneficial effects on followers’ work outcomes, the demand for identifying the unique effects of ethical leadership has been increasing due to its conceptual and empirical overlap with other similar forms of leadership. Responding to recent calls for scholarly attention to the predictive validity of ethical leadership, this study investigates the unique effects of ethical leadership that goes above and beyond the full-range leadership model (FRLM) and authentic leadership. Furthermore, drawing on Meyer and Herscovitch’s (2001) model of organizational commitment, we examine the mediating effects of organizational commitment on the relationships among ethical leadership, task performance, and turnover intentions, while controlling for the FRLM and authentic leadership in two separate samples collected in South Korea. Our findings suggest that both affective and normative commitment mediate the posited relationships, even in the presence of the FRLM and authentic leadership. Theoretical and practical implications, limitations, and suggestions for future research are discussed.
KW - Affective commitment
KW - Authentic leadership
KW - Ethical leadership
KW - Full-range leadership model
KW - Normative commitment
KW - Predictive validity
KW - South Korea
KW - Task performance
KW - Turnover intentions
UR - http://www.scopus.com/inward/record.url?scp=85068055381&partnerID=8YFLogxK
U2 - 10.1007/s10490-018-9596-6
DO - 10.1007/s10490-018-9596-6
M3 - Article
AN - SCOPUS:85068055381
SN - 0217-4561
VL - 36
SP - 821
EP - 847
JO - Asia Pacific Journal of Management
JF - Asia Pacific Journal of Management
IS - 3
ER -