Journal of Business Ethics 153 (3):691-705 (2018)

Abstract
Although the trickle-down effect of ethical leadership has been documented in the literature, its underlying mechanism still remains largely unclear. To address this gap, we develop a cross-level dual-process model to explain how the effect occurs. Drawing on social learning theory, we hypothesize that the ethical leadership of high-level managers could cascade to middle-level supervisors via its impact on middle-level supervisors’ two ethical expectations. Using a sample of 69 middle-level supervisors and 381 subordinates across 69 sub-branches from a large banking firm in China, we found that middle-level supervisors’ ethical efficacy expectation and unethical behavior–punishment expectation accounted for the trickle-down effect. The explanatory role of middle-level supervisors’ ethical behavior–reward expectation, however, was not supported. The theoretical and practical implications are discussed.
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DOI 10.1007/s10551-016-3361-x
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Social Cognitive Theory of Moral Thought and Action.Albert Bandura - 1991 - In William M. Kurtines & Jacob L. Gewirtz (eds.), Handbook of Moral Behavior and Development. L. Erlbaum. pp. 1--45.

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