Journal of Business Ethics 167 (4):707-723 (2020)

Abstract
While much research has focused on the effects of ethical and unethical leadership, little is known about how followers come to perceive their leaders as ethical or unethical. In this article, we investigate the co-creation of ethical and unethical leadership perceptions. Specifically, we draw from emerging research on moral congruence in organizational behaviour and empirically investigate the role of congruence in leaders’ and followers’ moral foundations in followers’ perceptions of ethical and unethical leadership. By analysing objective congruence scores from 67 leader–follower dyads by means of polynomial regression with surface response analysis, we find partial support for our theoretically derived predictions. Significant effects were revealed for the fairness, loyalty, and authority moral foundations but not for the care and sanctity moral foundations. We discuss theoretical and practical implications of these findings.
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DOI 10.1007/s10551-019-04178-9
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References found in this work BETA

How Does Moral Judgment Work?Joshua Greene & Jonathan Haidt - 2002 - Trends in Cognitive Sciences 6 (12):517-523.
Mapping the Moral Domain.Jesse Graham, Brian A. Nosek, Jonathan Haidt, Ravi Iyer, Spassena Koleva & Peter H. Ditto - 2011 - Journal of Personality and Social Psychology 101 (2):366-385.

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