When and how does ethical leadership impact important organizational outcomes? A multi-foci social exchange perspective.

Shaun Duane Hansen, Purdue University

Abstract

Research on ethical leadership suggests that ethical leaders influence subordinate behavior through social learning and role-modeling processes involving emulation and vicarious learning (Brown & Trevino, 2006), but also by way of the relationships they form with subordinates. To-date, management research on ethical leadership has been limited to the prior- the examination of subordinate ethical behavior as a direct result of subordinate striving to emulate ethical leaders. Although useful, this research says little about the exchange relationships that form between ethical leaders and followers, or the potentially wide-ranging outcomes of these relationships. Therefore, the purpose of this research is to examine both when, or under what circumstances ethical leaders are more likely to form relationships with subordinates, and how these relationships in turn impact important organizationally-relevant outcomes, including outcomes not traditionally associated with ethical behavior- from a multi-foci perspective.

Degree

Ph.D.

Advisors

Alge, Purdue University.

Subject Area

Management

COinS