道德领导行为和5大人格特质因素外文翻译可编辑.docx

道德领导行为和5大人格特质因素外文翻译可编辑.docx

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道德领导行为和5大人格特质因素外文翻译可编辑

道德领导行为和5大人格特质因素外文翻译

外文翻译

EthicalLeaderBehaviorandBigFiveFactorsofPersonality

MaterialSource:

JournalofBusinessEthicsAuthor:

KarianneKalshovenDeanneN.DenHartogAnnebelH.B.DeHooghResearchshowsthatpersonalcharacteristicsaffectleaders’influenceAndersonetal.,2008.However,wedonotyetsuf?

cientlyunderstandwhysomepeopleinaleadershipsituationchoosetoinfluenceothersthroughethicalbehaviorsmannerwhileotherschooselessethicalbehaviors.Traitsarelikelytoplayaroleinthis.Sofar,however,researchhasmainlyfocusedonconsequencesratherthantheantecedentsofethicalleaderbehavior,thoughtheorydoespredictindividualdifferenceswillplayaroleinethicalleadershipBrownandTrevino,2006.Expandingourknowledgeoftheantecedentsofethicalleadershipiscrucial,becauseonlywhensuchantecedentsareknown,organizationscanpurposefullyin?

uencetheselection,training,anddevelopmentofsuchleadersandinturnbene?

tfromthepositiveoutcomesofethicalleadership.Forexample,ifethicalbehaviorisassociatedtostabletraits,organizationsmaywishtomorespeci?

callyaimtoselectleaderswhoarehighonthesetraitstostimulateethicalbehaviorontheworkplacePreviousliteraturehasproposedthatvariousindividualdifferencesarelikelytobeassociatedwithethicalleadership,includinglevelofcognitivemoraldevelopment,concernforpeople,reliability,andresponsibilitycf.BassandSteidlmeier,1999;Brownetal.,2005;BrownandTrevino,2006;DeHooghandDenHartog,2008;Turneretal.,2002.Forexample,DeHooghandDenHartog2008foundthathighlysociallyresponsibleleadersareperceivedasmoreethical.Also,Mayeretal.2008foundthatleadermoralidentityisrelatedtoethicalleadership.Inthisstudy,wewillfocusonthe‘‘BigFive’’personalitytraits.The‘‘BigFive’’arebelievedtobebasicunderlyingtraitdimensionsofpersonalitye.g.,Goldberg,1990andhavebeenrecognizedasgeneticallybased,relativelystable,andcross-culturegeneralizablee.g.,McCraeandCosta,1997.AnotherargumenttofocusontheBigFiveisthatintegritytestsarenotclearlydistinguishablefromtheBigFivedimensionsmeasuresBecker,1998;SacketandWanek,1996.Integritywasfoundtocorrelateconsistentlywithconscientiousness,agreeableness,andemotionalstabilitycf.Marcusetal.,2006;Onesetal.,2005.ThesethreetraitsarealsosuggestedtobeimportantforleaderstobeperceivedasethicalBrownandTrevino,2006Althoughthreeofthe‘‘BigFive’’traitsconscientiousness,agreeableness,andemotionalstabilityarethusmentionedaspotentiallyimportantantecedentsofethicalleadershipe.g.,BrownandTrevino,2006;DeHooghandDenHartog,2009,

toourknowledgethereisonlyonepublishedarticlethathasactuallytestedtheserelationships.WalumbwaandSchaubroeck2009foundpositiverelationshipsofconscientiousnessandagreeablenesswithethicalleadership.However,theydidnot?

ndtheproposedrelationshipwithemotionalstabilityanddidnotcontrolfortheothertwoBigFivetraitsopennesstoexperienceandextraversion.Astheirfindingsarenotcompletelyinlinewiththepropositionsintheliterature,additionalresearchseemswarranted.Inaddition,controllingfortheinfluenceofopennessandextraversionisneededandreplicatingfindingsinanothercountryandcontextwillhelpdeterminewhether?

ndingsarestableandgeneralizable.Finally,whereWalumbwaandSchaubroecktakeauni-dimensionalviewofethicalleadership,we

includemultiplebehavioraldimensionsofethicalleadershipandcontrolforthequalityoftherelationshipbetweenleaderandfollowerTheFiveFactormodelandethicalleadershipTheFiveFactorviewofpersonalitydescribesanemergingconsensusonthestructureofpersonalityinfivemainfactors,oftenlabeledExtraversion,Agreeableness,Conscientiousness,EmotionalStability,andOpennesstoExperiencee.g.,CostaandMcCrae,1992;Digman,1990;Goldberg,1990.TheBigFivetraitsarefoundconsistentlyusingdifferentresearchmethodsandhavebeenrecognizedasgeneticallybased,stable,andcross-culturegeneralizablee.g.,CostaandMcCrae,1988;DigmanandShmelyov,1996;McCraeandCosta,1997.TheFiveFactormodelprovidesacomprehensivetheoreticalframeworkforcomparingempirical?

ndingsamongresearchers.Hereweaimtotesthowthe‘‘BigFive’’relatetoethicalleadershipSofarresearchontheBigFivepersonalitytraitsandethicalleadershiphasbeenverylimited.Asmentioned,WalumbwaandSchaubroecktestedtherelationshipsofthreeofthe?

vetraitswithoverallethicalleadershipandfoundpositivecorrelationsforagreeablenessandconscientiousnessbutnotforemotionalstability.Forexample,SacketandWanek1996reportthatintegritytestscorrelatewithconscientiousness,agreeableness,andemotionalstability.Also,Mayeretal.2007foundthatagreeableness,conscientiousness,andneuroticismwerethethreemostimportantleadertraitsforcreatingajusticeclimate.Below,wefocusonthethreetraitsforwhichstrongtheoreticallinkageswithethicalleaderbehaviorsexistconscientiousness,agreeableness,andemotionalstabilityandinthetwostudieswealsoincludeandcontrolforthetworemainingBigFivetraitsextraversionandopennessConscientiousnessThetraitconscientiousnessconsistsoftwomainfacets,namely,dependabilityre?

ectingbeingthorough,dutiful,responsible,andorganized,andachievementrepresentingthecapacitytoworkhardandmeetchallengesDigman,1990;McCraeandCosta,1987;MountandBarrick,1995.HighlyconscientiousindividualstendtothinkcarefullybeforeactingandadherecloselytotheirmoralobligationsandperceivedresponsibilitiesCostaandMcCrae,1992.Thisisrelevantforleaderstobeperceivedasethical.Ethicalleadersbehaveconsistently,setclearguidelinesforappropriatebehaviorandclarifywhatisexpectedofemployeesandthusconscientiousnessisexpectedtobepositivelyrelatedtoethicalleadershipBrownetal.,2005;DeHooghandDenHartog,2008.Byactingdutifullythemselvesleadershighonconscientiousnessarelikelytobeseenasrolemodelsofappropriatebehavior.ThisisinlinewiththesociallearningframeworkBrownetal.2005appliedtoethicalleadershipAlso,conscientiousnessre?

ectsthetendencytoadheretocodesofconductandfollowprotocolsandpoliciesCostaetal.,1991.Indoingso,leadershighonconscientiousnessarelikelytofollowtherulesandworktransparently.Inaddition,highlyconscientiousindividualspreferpersonalresponsibilityWittetal.,2002.Thiscombinationofmodelingresponsibilityandbeingtransparentislikelytotranslateinleaders’carefulattentiontoclarifyingresponsibilitiesanddemandssothatemployeesunderstandwhatgoesonandknowwhatisexpectedofthem.ConscientiousnessindividualsseesharingrelevantinformationwithothersaspartoftheirdutyMayeretal.,2007.Inlinewiththis,SheppardandLewicki1987foundthatleadershighonconscientiousnessaremoreexpectedtocommunicateimportantinformationtotheiremployees.Thus,conscientiousnessislikelytobepositivelyrelatedtothedimensionroleclari?

cationAgreeablenessAgreeablenessreflectsthetendenciestobekind,gentle,trusting,honest,altruistic,andwarmGoldberg,1990;McCraeandCosta,1987.LeadershighonagreeablenessdealwithmaintenanceofsocialrelationsJensen-CampbellandGraziano,2001.Also,theyaresensitivetotheneedsofsubordinates.Ethicalleadersaredescribedascaring,altruistic,andconcernedaboutthewelfareofemployees,andtherefore,agreeablenessisexpectedtorelatepositivelytoethicalleadershipKanungo,2001;Trevinoetal.,2003Agreeableindividualsaredescribedascaringandemphatictoothers.Thissuggestsleadershighonagreeablenessarelikelytotreatemployeesinafairandrespectfulmannerandtoattempttonotoffendthem.AdditionalsupportforthelinkbetweenagreeablenessandfairnessrelatestothestraightforwardnesselementofagreeablenessMcCraeandCosta,1987.Straightforwardnessre?

ectsbeinghonest,sincere,andtruthfulindealingwithothersCostaetal.,1991,whichimpliesbehavingfairly.Also,beingstraightforwardandtrustingasaleadermakesiteasiertodelegateandsharesensitiveinformation,whichmeansthatagreeableindividualsasleadersmaybemorelikelytosharetheirpower.Also,leadershighonagreeablenessareexpectedtoprovidejusti?

cationstosubordinatesaboutdecisionmaking,becauseoftheirsympatheticandsensitivecharacteristicsMayeretal.,2007.ThisagainsuggestsalinkwithpowersharingEmotionalstabilityEmotionalstabilityformstheoppositeofNeuroticism,whichisbeinganxious,unstable,stressed,andimpulsive.Ingeneral,neuroticpeoplearelesslikelytobeperceivedasleadersHoganetal.,1994.Intheirmeta-analysis,Judgeetal.2002afoundneuroticismtobenegativelyrelatedtoleadershipemergence.Leadershighonneuroticismareanxious,depressed,stressed,andmoodyMcCraeandCosta,1987,andthussuchleadersarelesslikelytobeseenasrolemodelsBonoandJudge,2004.Inaddition,Judgeetal.2002bfoundthatneuroticismisrelatedtolowerself-esteemandself-ef?

cacy.Sociallearningtheorycf.Bandura,1986suggeststhatindividualswithlowself-esteemandself-efficacyhavelowcon?

denceintheirownabilitiesand,therefore,arelesslikelytobeperceivedasrolemodelsandlessabletoguideothers.Asrolemodelingofappropriatebehaviorsisanimportantelementofethicalleadershipe.g.Brownetal.,2005;Trevinoetal.,2003,anegativerelationshipwithneuroticismisexpectedLowself-ef?

cacyisalsorelatedtotheuseofcoercivepowerGoodstadtandKipn