Why ethical leadership generate moral voice: A dual-route model

Abstract

Ethical leadership has been recognized as a critical factor influencing employees’ ethical behaviors. However, only a few research has empirically examined the effect of ethical leadership, not to mention its psychological process. To address this research gap, we adapt the coo/hot framework to explain the relationship between ethical leadership and moral voice. A total of 217 leader-follower dyad data were obtained from companies in Taiwan. The result reconfirmed the cognitive process (moral efficacy) and proposed another new affective process (affective attachment). Besides, it was also found that the effect of these two routes depends on the followers’ moral identity. The moral efficacy route works only when the follower has a higher moral identity; however, the affective attachment route is more substantial when the follower has a lower moral identity. In conclusion, this research confirmed the dual paths of ethical leadership and elucidated its critical boundary condition. Through this dual-route model, we can integrate social learning theory and social exchange theory to depict a complete picture of ethical leadership. It is hope that the findings can inspire further studies to investigate the mechanisms and consequences of ethical leadership.