Despite the general expectation that ethical leadership fosters employees’ ethical behaviors, surprisingly little empirical effort has been made to verify this expected effect of ethical leadership. To address this research gap, we examine the role of ethical leadership in relation to a direct ethical outcome of employees: moral voice. Focusing on how and when ethical leadership motivates employees to speak up about ethical issues, we propose that moral efficacy serves as a psychological mechanism underlying the relationship, and that leader–follower value (...) congruence serves as a boundary condition for the effect of ethical leadership on moral efficacy. We tested the proposed relationships with matched reports from 154 Korean white-collar employees and their immediate supervisors, collected at two different points in time. The results revealed that ethical leadership was positively related to moral voice, and moral efficacy mediated the relationship. Importantly, as the relationship between ethical leadership and moral efficacy depended on leader–follower value congruence, the mediated relationship was effective only under high leader–follower value congruence. Theoretical and practical implications are discussed. (shrink)

Evidence from a growing number of studies suggests leader character as a means to advance leadership knowledge and practice. Based on this evidence, we propose a process model depicting how leader character manifests in ethical leadership that has positive psychological and performance outcomes for leaders, along with the moderating effect of leaders’ self-control on the character strength–ethical leadership–outcomes relationships. We tested this model using multisource data from 218 U.S. Air Force officers and their subordinates and superiors. Findings provide initial support (...) for leader character as a mechanism triggering positive outcomes such that only when officers reported a high level of self-control did their honesty/humility, empathy, and moral courage manifest in ethical leadership, associated with higher levels of psychological flourishing and in-role performance. We discuss the implications of these results for future theory development, research, and practice. (shrink)

We develop and test a process model demonstrating how leader charisma and constructive and destructive forms of narcissism interact to influence follower psychological empowerment and moral identity, using survey data from 667 direct reports of leaders from 13 different industries. Study results revealed that leader narcissism moderates the relationship between leader charisma and follower psychological empowerment such that when leaders possess a more constructive and less destructive narcissistic personality, their charisma has a stronger positive relationship with follower psychological empowerment. Study (...) results also revealed that follower psychological empowerment mediates the differential interactive effects of leader charisma and constructive and destructive narcissism on follower moral identity. Implications of these results for future theory development, research, and practice are discussed. (shrink)

The University of Kentucky has required that all researchers and research-eligible individuals complete RCR training every 2 years to ensure there is at least a baseline of RCR training throughout the wider research community. The overall goal is to create a research climate that fosters RCR across the institution for approximately 14,400 researchers and research eligible faculty, staff, and trainees engaged in research or creative work. A systematic data strategy was developed and implemented to identify individuals required to complete the (...) RCR training and included real-time data tracking using data analytic tools and sophisticated data models. The RCR training consists of the completion of online asynchronous modules and an in-person RCR training event where case studies are discussed to apply the learning gained from the online modules and prepare participants to practice ethical decision-making in future real-world problem-solving. A train-the-trainer approach was implemented to conduct the in-person RCR training of all researchers and research eligible individuals. A library of interactive case scenarios was developed for the mandatory in-person RCR training applicable to various disciplines across the institution. A survey of participants on the RCR training provided empirical data from approximately 12% of participants. Over 72% of respondents indicated the training positively impacted their behavior. An initiative of this magnitude and reach is the broadest of its kind in the United States (US) and the article outlines the procedures and experiences in implementing the project. (shrink)

The so-called “Harvard Team Report,” commissioned by the Hong Kong government (Hong Kong SAR Government, 1999), suggests significant institutional changes to the local health care system, including a partial shift of the financial burden directly to the citizens. I argue that 1) the Report's adoption of the contextuality principle as its research framework encounters practical problems in collecting data for a reliable analysis; 2) the existing health care system already satisfies the Report's first guiding principle; 3) the Report's employment of (...) the “working assumption” of the government (i.e., not increasing its financial support of health care) as its second guiding principle is questionable, for the share of the percentage of GDP as represented by the existing system (4.6% in 1996) is small enough; and 4) because of 3), the Report is unnecessarily constrained in its choices of considered options and seems to overlook some feasible ones. In conclusion, the methodological reasonableness of the Report is questioned. (shrink)

Previous studies on international reconciliation have focused on the security and economic interests of the countries involved, treating reconciliation as an end-goal rather than an ongoing process. This study divides the process of reconciliation into three stages., which refers to the mending of international relations through institutional change, is the most basic. In the phase, the perpetrator provides the victim with economic compensation for inflicting harm. The third stage,, is reached when the perpetrator acknowledges past wrongdoings and when civil and (...) cultural exchanges are carried out smoothly. (shrink)