The Moderating Role of Ethical Leadership

Beverly L. U. Philipp · Patricia Denise Lopez

65 citations0/0 files storedJournal of Leadership & Organizational Studies

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Job Satisfaction and Organizational Behavior Employee Performance and Management Ethics in Business and Education

Abstract

This study investigated interrelationships among psychological contracts, ethical leadership, organizational commitment, and organizational citizenship behavior (OCB) using an online survey of 159 employees and 96 peers. Transactional contracts were negatively correlated with affective commitment, normative commitment, and OCB. Ethical leadership moderated the relationships between psychological contracts and organizational outcomes. When ethical leadership was high, the negative relationships between transactional contracts and affective and normative commitment were weaker than when ethical leadership was low. Ethical leadership also influenced the positive relationship between relational contracts and OCB, such that this relationship was stronger when ethical leadership was high. Implications for management and future research are discussed.

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1990The measurement and antecedents of affective, continuance and normative commitment to the organization 1991A three-component conceptualization of organizational commitment 2002Social Foundations of Thought and Action 1991Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors 1974Organizational commitment, job satisfaction, and turnover among psychiatric technicians.1990Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors 1988Organizational Citizenship Behavior: The Good Soldier Syndrome.2005Ethical leadership: A social learning perspective for construct development and testing

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