Leading by example: Testing a moderated mediation model of ethical leadership, value congruence, and followers' openness to ethical influence

Abstract

AbstractIn this study, we investigate a key question of ethical leadership theory: Are ethical leaders able to gain followers' openness to their ethical influence? When describing ethical leadership, we distinguish between leaders’ moral person behavior (i.e., behaviors that are normatively appropriate) and moral management (i.e., using position power to reinforce ethical standards). We then draw on mechanisms of social learning and social exchange and test a moderated mediation model. It is predicted that the effect of leaders' moral person behavior on followers’ openness to ethical influence is mediated by leader‐follower ethical value congruence. Moreover, we examine whether moral management amplifies the effects of moral person behavior. For hypothesis testing, existing measures from the literature are integrated to operationalize four underlying normative reference points of leaders' moral person behavior: humane, justice, responsibility/sustainability, and moderation orientation. After establishing the psychometric properties of this integrative measure, the main hypotheses are tested in two separate studies. While results showed a positive effect of leaders' moral person behavior on followers' openness to ethical influence through ethical value congruence, the moderating effect of moral management was, contrary to our expectation, negative. With this, our study contributes to a better understanding of the mechanisms of ethical leadership.