Abstract
Organizational leaders are increasingly viewed and evaluated through the lens of morality. Building on the Moral Foundations Theory and moralization of leadership model, we contend that ethical leadership will trigger other-praising emotions such as moral elevation leading to feedback-seeking behaviors. In contrast, unethical leadership will trigger other-condemning emotions such as disgust leading to interaction avoidance. We further predict that these affective processes of leadership moralizing will affect workplace attitudes and behaviors (OCB, voice, and turnover intention). Using a sample of 231 full-time employees based in China and a time-lagged survey design and structural equation modeling, we test and find support for our proposed relationships. Theoretical implications for ethical and unethical leadership and practical implications are discussed.
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