Leaders' Moral Competence and Employee Outcomes: The Effects of Psychological Empowerment and Person–Supervisor Fit [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 112 (1):155-166 (2013)
This study examined how leaders’ moral competence is linked to employees’ task performance and organizational citizenship behaviors. Based on a sample of 102 employee–supervisor pairs from seven organizations in South Korea, the results of this study revealed that leaders’ moral competence was positively associated with employees’ task performance and organizational citizenship behaviors toward leaders (OCBS). As expected, employees’ psychological empowerment partially mediated the relationship between leaders’ moral competence and employees’ task performance and OCBS. Furthermore, person–supervisor fit (PS fit) moderated the relationship between leaders’ moral competence and employees’ psychological empowerment such that the relationships became stronger for individuals higher rather than lower in PS fit.
|Keywords||Moral competence Psychological empowerment Organizational citizenship behaviors Task performance Person–supervisor fit|
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References found in this work BETA
Robert Folger (1998). Fairness as a Moral Virtue. In Marshall Schminke (ed.), Managerial Ethics: Moral Management of People and Processes. Lawrence Erlbaum Assocs.. 13--34.
Citations of this work BETA
Jason MacGregor & Martin Stuebs (2013). The Silent Samaritan Syndrome: Why the Whistle Remains Unblown. Journal of Business Ethics 120 (2):1-16.
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