Antecedents and consequences of employee-supervisor agreement on ethical leadership

David M. Mayer; Manuela Priesemuth; Michael Brown; Maribeth Kuenzi

doi:10.5465/ambpp.2009.44257610

Antecedents and consequences of employee-supervisor agreement on ethical leadership

David M. Mayer, Manuela Priesemuth, Michael Brown, Maribeth Kuenzi

Black School of Business (Behrend)

Research output: Contribution to journal › Conference article › peer-review

1 Scopus citations

Abstract

This research examines antecedents and consequences of employee-supervisor agreement regarding ethical leadership. Using a sample of 1525 employees and 334 supervisors in 334 units, hypotheses derived from social learning theory (Bandura, 1977, 1986) are largely supported. Supervisor better-than-average (BTA) beliefs, supervisor cynical view of human nature, and the frequency of interaction between employees and supervisors are associated with employee-supervisor (dis)agreement on the supervisor's ethical leadership. In addition, polynomial regression results reveal that employee organizational deviance is higher when there is agreement about low levels of ethical leadership, and disagreement when supervisors rate themselves higher on ethical leadership than employees do.

Original language	English (US)
Journal	Academy of Management Annual Meeting Proceedings
DOIs	https://doi.org/10.5465/ambpp.2009.44257610
State	Published - 2009
Event	69th Annual Meeting of the Academy of Management, AOM 2009 - Chicago, IL, United States Duration: Aug 7 2009 → Aug 11 2009

All Science Journal Classification (ASJC) codes

Management Information Systems
Management of Technology and Innovation
Industrial relations

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

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10.5465/ambpp.2009.44257610

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abstract = "This research examines antecedents and consequences of employee-supervisor agreement regarding ethical leadership. Using a sample of 1525 employees and 334 supervisors in 334 units, hypotheses derived from social learning theory (Bandura, 1977, 1986) are largely supported. Supervisor better-than-average (BTA) beliefs, supervisor cynical view of human nature, and the frequency of interaction between employees and supervisors are associated with employee-supervisor (dis)agreement on the supervisor's ethical leadership. In addition, polynomial regression results reveal that employee organizational deviance is higher when there is agreement about low levels of ethical leadership, and disagreement when supervisors rate themselves higher on ethical leadership than employees do.",

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N2 - This research examines antecedents and consequences of employee-supervisor agreement regarding ethical leadership. Using a sample of 1525 employees and 334 supervisors in 334 units, hypotheses derived from social learning theory (Bandura, 1977, 1986) are largely supported. Supervisor better-than-average (BTA) beliefs, supervisor cynical view of human nature, and the frequency of interaction between employees and supervisors are associated with employee-supervisor (dis)agreement on the supervisor's ethical leadership. In addition, polynomial regression results reveal that employee organizational deviance is higher when there is agreement about low levels of ethical leadership, and disagreement when supervisors rate themselves higher on ethical leadership than employees do.

AB - This research examines antecedents and consequences of employee-supervisor agreement regarding ethical leadership. Using a sample of 1525 employees and 334 supervisors in 334 units, hypotheses derived from social learning theory (Bandura, 1977, 1986) are largely supported. Supervisor better-than-average (BTA) beliefs, supervisor cynical view of human nature, and the frequency of interaction between employees and supervisors are associated with employee-supervisor (dis)agreement on the supervisor's ethical leadership. In addition, polynomial regression results reveal that employee organizational deviance is higher when there is agreement about low levels of ethical leadership, and disagreement when supervisors rate themselves higher on ethical leadership than employees do.

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Antecedents and consequences of employee-supervisor agreement on ethical leadership

Abstract

All Science Journal Classification (ASJC) codes

UN SDGs

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