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When Does Ethical Leadership Affect Workplace Incivility? The Moderating Role of Follower Personality

Published online by Cambridge University Press:  10 April 2015

Shannon G. Taylor  and
Marshall W. Pattie
Shannon G. Taylor
Affiliation:
University of Central Florida
Marshall W. Pattie
Affiliation:
James Madison University
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Abstract:

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Although prior work has shown that employees with ethical leaders are less likely to engage in deviant or unethical behaviors, it is unknown whether all employees respond this way or to the same extent. Drawing on social learning theory as a conceptual framework, this study develops and tests hypotheses suggesting that two follower characteristics—conscientiousness and core self-evaluation—moderate the negative relationship between ethical leadership and workplace incivility. Data from employees of a U.S. public school district supported our predictions. Implications and future research directions are discussed.

Keywords

conscientiousnesscore self-evaluationdevianceethical leadershipethicsworkplace incivility
Type
Articles
Information
Business Ethics Quarterly , Volume 24 , Issue 4 , October 2014 , pp. 595 - 616
Copyright
Copyright © Society for Business Ethics 2014

References

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