Ethical leadership, perceived cultural inclusion, and job behaviors: A two‐sample study of mediation and moderation effects

Abstract

AbstractThe present study tests whether the influence of ethical leadership on organizational citizenship behaviors (OCBs) is mediated by perceived cultural inclusion. Further, we test the moderating effect of the supervisor's organizational embodiment, which should enhance positive effects. Finally, we combine these to test for moderated mediation. Using two New Zealand (NZ) samples (N = 205 and N = 266) across a broad range of occupations and ethnicities, we find strong support for our model. In both studies, ethical leadership is positively related to OCBs and perceived cultural inclusion mediates ethical leadership effects. Significant moderation and moderated mediation effects are found, showing enhanced effects when employees consider their supervisor as the embodiment of the organization. This study extends the links between ethical leadership and OCBs by including inclusion.