道德领导行为和5大人格特质因素外文翻译可编辑Word格式文档下载.docx
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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