MORALIZED LEADERSHIP: THE CONSTRUCTION AND CONSEQUENCES OF ETHICAL LEADER PERCEPTIONS

In this article we examine the construction and consequences of ethical leader perceptions. First we introduce moralization as the primary process through which followers come to view their leaders as ethical. Second, we use moral foundations theory to illustrate the types of leader behavior that fo...

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Bibliographic Details
Published inThe Academy of Management review Vol. 40; no. 2; pp. 182 - 209
Main Authors FEHR, RYAN, YAM, KAI CHI SAM, DANG, CAROLYN
Format Journal Article
LanguageEnglish
Published Briarcliff Manor Academy of Management 01.04.2015
Subjects
Business ethics
Ethics
Leadership
Management science
Morals
Organizational behavior
Organizational behaviour
Social responsibility
Studies
U.S.A
Values
United States > US
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Summary:In this article we examine the construction and consequences of ethical leader perceptions. First we introduce moralization as the primary process through which followers come to view their leaders as ethical. Second, we use moral foundations theory to illustrate the types of leader behavior that followers are most likely to moralize. Third, we identify motivations to maintain moral self-regard and a moral reputation as two distinct pathways through which moralization influences follower behavior. Finally, we show how the values that underlie leaders' moralized behavior (e.g., compassion, loyalty) determine the specific types of follower behavior that emerge (e.g., prosocial behavior, pro-organizational behavior).
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ISSN:0363-7425
1930-3807
DOI:10.5465/amr.2013.0358