Doing bad through being selective in doing good: the role of within-unit variability in ethical leadership

Abstract

ABSTRACTIn this two study investigation we examined the role of ethical leadership variability defined as the differences in follower perceptions of ethical leadership with regard to the same leader. Building on a leader distance and social exchange framework, we developed a model in which a leader’s span of control positively predicted ethical leadership variability, which in turn negatively affected unit job satisfaction through decreasing unit trust in the leader. Additionally, leaders’ extraversion was postulated to buffer the negative indirect effect of span of control on unit job satisfaction. In Study 1, we drew a sample of 168 leaders and their 1490 immediate followers and found the expected positive indirect relationship between span of control on unit job satisfaction via ethical leadership variability. In Study 2, we analyzed a sample of 137 leaders and their 1468 followers. Results suggested that span of control was positively related to ethical leadership variability; this, in turn, was negatively related to unit job satisfaction through attenuating unit trust in the leader. As expected, extraversion reduced the negative indirect effect of span of control. Implications for ethical leadership theory, future research, and organizational practice are discussed.