Ethical leadership and multidimensional organizational citizenship behaviors: The mediating effects of self-efficacy, respect, and leader–member exchange

Chyan Yang, Cherng G. Ding, Kai Wen Lo*

*Corresponding author for this work

Research output: Contribution to journalArticle

20 Scopus citations

Abstract

This study examined the relationship between ethical leadership and multidimensional organizational citizenship behaviors (OCBs), specifically organization-targeted OCBs (OCBO) and individual-targeted OCBs (OCBI). In addition, the study examined the multiple mediating effects of self-efficacy, respect, and leader–member exchange (LMX) on the relationship between ethical leadership and OCBO, as well as the relationship between ethical leadership and OCBI. Through the application of a hierarchical linear model, an analysis of the results from 656 dyadic supervisor–subordinate data from 145 business units in Taiwan showed that both respect and LMX significantly mediated the ethical leadership–OCBO and leadership–OCBI relationships. The implications of these results for theory and practice and directions for future research are also discussed.

Original languageEnglish
Pages (from-to)343-374
Number of pages32
JournalGroup and Organization Management
Volume41
Issue number3
DOIs
StatePublished - 1 Jan 2015

Keywords

  • Ethical leadership
  • Leader–member exchange
  • Organizational citizenship behavior
  • Respect
  • Self-efficacy

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