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I can see clearly now the moderating effects of role clarity on subordinate responses to ethical leadership

Newman, Alexander, Allen, Belinda and Miao, Qing 2015, I can see clearly now the moderating effects of role clarity on subordinate responses to ethical leadership, Personnel Review, vol. 44, no. 4, pp. 611-628, doi: 10.1108/PR-11-2013-0200.

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Title I can see clearly now the moderating effects of role clarity on subordinate responses to ethical leadership
Author(s) Newman, Alexander
Allen, Belinda
Miao, Qing
Journal name Personnel Review
Volume number 44
Issue number 4
Start page 611
End page 628
Total pages 18
Publisher Emerald Insight
Place of publication Ann Arbor, Mich.
Publication date 2015-01-01
ISSN 0048-3486
1758-6933
Keyword(s) Social Sciences
Industrial Relations & Labor
Psychology, Applied
Management
Business & Economics
Psychology
Deviant behavior
Ethical leadership
Quantitative
Role clarity
Helping behavior
ORGANIZATIONAL CITIZENSHIP BEHAVIORS
COUNTERPRODUCTIVE WORK BEHAVIOR
PATH-GOAL THEORY
ROLE AMBIGUITY
ROLE-CONFLICT
JOB-PERFORMANCE
WORKPLACE DEVIANCE
MEMBER EXCHANGE
EMPLOYEE VOICE
SELF-ESTEEM
Summary © Emerald Group Publishing Limited. Purpose – Although there is growing research on the relationship between ethical leadership and subordinate work behaviors, limited research has examined the boundary conditions under which ethical leadership is more or less effective. The purpose of this paper is to investigate whether subordinate perceptions of role clarity in their job role influence the relationship between ethical leadership and subordinate work behaviors. Drawing on both social exchange and social learning theories, the authors predict that in contexts where subordinates perceive low levels of role clarity, the relationship between ethical leadership behavior and subordinate helping and deviant behaviors will be weaker. Design/methodology/approach – In total, 239 employees in the Chinese public sector completed surveys across three separate time points. Confirmatory factor analysis and hierarchical regression analysis were used to analyze the data. Findings – Analyses provided support for the hypothesized relationships. When subordinates perceived higher levels of role clarity the positive relationship between ethical leadership and helping behavior was stronger, and the negative relationship between ethical leadership and deviant behavior was stronger. Research limitations/implications – As with all research the findings of this study need to be viewed in light of its limitations. First, the use of data from a single set of respondents opens up the possibility of common method bias. Second, given the study used of a sample of public sector employees from one part of China, there would be value in future research examining whether the findings from the present study are generalizable to other industrial and cultural contexts. Practical implications – This research has a number of practical implications. Given that the authors found a significant positive relationship between ethical leadership and helping behavior, and a significant negative relationship between ethical leadership and deviant behavior, it is crucial for organizations to include ethical training as an essential part of leadership development programs. However, the findings also suggest at the same time as facilitating the development of ethical leadership behaviors amongst supervisory employees, it is important for organizations to also provide employees with clarity over what is expected of them in their jobs, and the means they should employ to facilitate goal achievement. Originality/value – This study responds to recent calls for more research to identify factors which may strengthen or mitigate the influence of ethical leadership in the workplace.
Language eng
DOI 10.1108/PR-11-2013-0200
Field of Research 150305 Human Resources Management
1503 Business And Management
1701 Psychology
Socio Economic Objective 970115 Expanding Knowledge in Commerce, Management, Tourism and Services
HERDC Research category C1.1 Refereed article in a scholarly journal
Copyright notice ©2015, Emerald Insight
Persistent URL http://hdl.handle.net/10536/DRO/DU:30079953

Document type: Journal Article
Collections: Open Access Collection
Department of Management
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Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.