This study provides an attributional perspective to the ethical leadership literature by examining the role of attributed altruistic motives and perceptions of organizational politics in a moderated mediation model. Path analytic tests from two field studies were used for analyses. The results support our hypotheses that attributed altruistic motives would mediate the relationship between perceived ethical leadership and affective organizational commitment. Moreover, the relationship between perceived ethical leadership and attributed altruistic motives was stronger when perceptions of organizational politics were high (...) but weaker when these perceptions were low. The study concludes with a discussion of future research implications as well as managerial implications. (shrink)

The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. In a study with 845 working adults across multiple organizations, the relationships between ethical leadership with positive employee outcomes were examined. Results suggest that ethical leadership is related to both psychological well-being and job satisfaction in employees, but the processes are different. Employee voice mediated the relationship between ethical leadership and psychological well-being. Feelings of psychological ownership mediated the relationship between ethical (...) leadership and job satisfaction. A discussion of theoretical and practical implications concludes the article. (shrink)

The authors examined the effects of ethical leadership on follower organizational citizenship behavior (OCB) and deviant behavior. Drawing upon research related to the behavioral plasticity hypothesis, the authors examined a moderating role of follower self-esteem in these relationships. Results from a field study revealed that ethical leadership is positively related to follower OCB and negatively related to deviance. We found that these relationships are moderated by followers' self-esteem, such that the relationships between ethical leadership and OCB as well as between (...) ethical leadership and deviant behavior are weaker when followers' self-esteem is high than low. Implications of these findings for research and practice are discussed. (shrink)