Abstract
Recently, interest in ethical leadership has grown (Yukl, 2013) mainly due to ethical lapses of leaders, which have raised important questions about the responsibility of leaders in ensuring moral and ethical conduct (Resick et al., 2006). However, research on ethical leadership has failed to examine the active role that followers’ attributes play in enhancing or minimizing the influence of ethical leadership in organizational outcomes (Avey et al., 2010). We applied the substitutes for leadership model (Kerr & Jermier, 1978), which proposes that certain individual characteristics may reduce leader’s ability to influence subordinates and make leadership redundant (Dionne et al., 2005; Podsakoff et al., 1996), to ethical leadership and predicted that proactive personality acts as substitute in the relationship between ethical leadership, negative workplace emotions and organizational citizenship behaviors. In a sample of 714 supervisor-subordinate dyads from a variety of organizational settings, we found t...
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