伦理行为中英文对照外文翻译文献

伦理行为中英文对照外文翻译文献

伦理行为中英文对照外文翻译文献

(文档含英文原文和中文翻译)

外文翻译之一

Ethical Leadership and Reputation: Combined Indirect

Effects on Organizational Deviance

Abstract

The interest in ethical leadership has grown in the past few years, with an emphasis on the mechanisms through which it affects organizational life. However, research on the boundary conditions that limit and/or enhance its effectiveness is still scarce, especially concerning one of the main misconceptions about ethical leadership, its incompatibility with effectiveness (Brown, Organ Dyn 36:140–155, 2007). Thus, the present study (a) examines the relationship between ethical leadership and organizational deviance via affective commitment to the organization, as a reflection of the quality of the employee–organization relationship and (b) proposes this relationship is conditional on the supervisor’s personal reputation for performance (i.e., the moral standards are coupled with work effectiveness). Using a sample of 224 employees and their respective supervisors from 18 organizations, we confirmed our hypotheses (moderated mediation model). Our findings suggest that ethical leadership is positively related to employees’ affective commitment to the organization, particularly when supervisor’s reputation for performance is high, which in turn is associated with decreased organizational deviance. The theoretical and practical implications of these findings conclude the paper.

Keywords Ethical leadership Reputation for performance EOR Organizational commitment Organizational deviance

Introduction

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The corporate scandals that have come to the general public’s attention in the past years (e.g., Enron and Fannie Mae’s accounting practices, HP and Deutsch Bank’s spying accusations) have again highlighted the importance of the ethical conduct of those in influential positions. Much has been written about the normative or philosophical view of ethical leadership (see Brown and Trevin?o 2006 and Eisenbeiss 2012 for a review), and the ethical dimension is present in the contemporary models of leadership (e.g., idealized influence dimension of transformational leadership— Bass and Avolio 1994). Yet, and while organizations have started to express the importance of having leaders that behave ethically (Stouten et al. 2012), ethical scandals are still commonplace.

Although it has been in the mind of researchers, practitioners, and the general public for a long time, only recently the construct (and corresponding measure) of ethical leadership was developed (Brown et al. 2005). These authors have defined ethical leadership as ‘‘the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making’’ (p. 120). This definition highlights three key characteristics: (a) the leader is a legitimate and credible role model; (b) the leader not only explicitly emphasizes the importance of ethics, but also reinforces ethical behaviors (while disciplines those that do not comply with the standards); and (c) the leader evaluates the ethical implications of his/ her decisions.

Since Brown et al.’s (2005) seminal paper, researchers started to examine how ethical leadership affects employees’ conduct, i.e., the processes through which its influence takes place. Researchers have highlighted multiple mechanisms, including the work environment (poor

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working conditions: Stouten et al. 2010; ethical climate and culture: Neubert et al. 2009; Mayer et al. 2010; Schaubroeck et al. 2012; Shin 2012), job characteristics (workload: Stouten et al. 2010; task significance and autonomy: Piccolo et al. 2010) and employees’ (individually or as a group) trust in leader (Newman et al. 2013) work engagement (Den Hartog and Belschak 2012), well-being (Kalshoven and Boon 2012), voice (Avey et al. 2012; Walumbwa et al. 2012), psychological ownership (Avey et al. 2012), safety (Walumbwa and Schaubroeck 2009), and conscientiousness (Walumbwa et al. 2012).

Despite this growing evidence concerning the mechanisms linking ethical leadership and employee outcomes, authors still highlight the need for further research in this area (e.g., Mayer et al. 2012; Newman et al. 2013). Moreover, the boundary conditions that limit or enhance the effectiveness of ethical leadership have received much less attention and usually emphasize either the role played by the work environment, such as organizational politics (Kacmar et al. 2011) and human resource management practices (Kalshoven and Boon 2012) or by employees’ characteristics, such as self-esteem (Avey et al. 2011) or gender (Kacmar et al. 2011). Further research on the boundary conditions of ethical leadership is particularly relevant as it may help explain under what conditions ethical leadership becomes more valuable for organizations and influential for employee behavior.

Thus, the present study aims to contribute to the discussion concerning the process of ethical leadership, namely how and under what circumstances it influences employee behavior. First, we extend our knowledge of the process of ethical leadership by examining the role of social exchanges. Social exchange theory (Blau 1964) has been a predominant framework in organizational behavior (Cropanzano and Mitchell 2005), and particularly in the study of leadership (Dirks and

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Ferrin 2002; Tse et al. 2013). Nonetheless, and while it has been discussed (theoretically) as a key dimension in the relationship between …… 此处隐藏：3814字，全部文档内容请下载后查看。喜欢就下载吧 ……