Ethical leadership and followers' taking charge: Trust in, and identification with, leader as mediators

Abstract

In previous studies researchers have identified several antecedents of followers' taking charge from their leader, but the ethical nature of taking charge has rarely been considered. Drawing on both social exchange theory and social identity theory, I examined the influence of ethical leadership on followers taking charge through the mediation of trust in leader and identification with leader. Using data obtained from 236 petty officers and their immediate supervisors in the South Korean Navy, I found that both trust in leader and identification with leader fully mediated the relationship between ethical leadership and followers taking charge. These findings highlight the importance of commitment to the leader (i.e., trust in leader and identification with leader) as a mechanism through which ethical leadership influences positive work outcomes for the organization. Implications for theory and practice are discussed.

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