How Moral Character Strengths Pay in Work: The Complementary Role of Self-Control and Self-Confidence in Influencing Ethical Leadership, that Consequently Affect Leader Outcomes

Abstract

The exceeding number of studies proposes that leadership skills, ability, knowledge, and outcomes can be enhanced by leader character strengths. In this study, we explained how character strengths affect self, leader, and work-related outcomes. For this, we proposed a theoretical framework modifying Sosik et. al. (2019) model to incorporate Empowering leadership, and Leader Self-confidence as an outcome and moderator, respectively. We hypothesize that Moral character strength like 1. Honesty, 2. Empathy, and 3. Moral courage leads to ethical leadership (EL). This role is further complemented by Leaders’ Self-control and self-confidence. Meaning higher self-control and confidence would strengthen the effect of character strength on ethical leadership. EL would consequently make the leader more Psychological flourishing, and Empowering, as well as make their In-role performance better. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 350 corporate employees (director/manager, subordinates, superiors) and analyzed using confirmatory factor analysis and structured equation modeling. The result suggested that honesty and empathy have a positive impact on EL. Moreover, leaders’ self-confidence has a significant positive effect on EL, but negatively moderate the effect of honesty on ethical leadership. Meaning higher self-confidence leaders have a lesser effect of honesty on EL. EL, in turn, seems to positively affect all three outcomes i.e. Psychological flourishing, Empowering, and In-role performance. Hence, Ethical leadership seems to mediate the effect of empathy, honesty, and self-confidence on all three outcomes. We discuss the implications of these results for future theory development, research, and practice.