Relation- and Task-Oriented Roles as Antecedents of Ethical Leadership: Examining Synergistic Effects
A growing body of literature demonstrates that ethical leadership has positive effects on employees’ work outcomes. Ethical leadership upholds the importance of “normatively appropriate conduct through personal actions and interpersonal relationships” (Brown et al., 2005, p. 120; doi:10.1016/j.obhdp...
Saved in:
| Main Author: | |
|---|---|
| Format: | Article |
| Language: | English |
| Published: |
PsychOpen GOLD/ Leibniz Institute for Psychology
2024-11-01
|
| Series: | Europe's Journal of Psychology |
| Subjects: | |
| Online Access: | https://doi.org/10.5964/ejop.11891 |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| _version_ | 1846135866718683136 |
|---|---|
| author | H. M. Saidur Rahaman |
| author_facet | H. M. Saidur Rahaman |
| author_sort | H. M. Saidur Rahaman |
| collection | DOAJ |
| description | A growing body of literature demonstrates that ethical leadership has positive effects on employees’ work outcomes. Ethical leadership upholds the importance of “normatively appropriate conduct through personal actions and interpersonal relationships” (Brown et al., 2005, p. 120; doi:10.1016/j.obhdp.2005.03.002). However, extant empirical research does not answer the question- of how ethical leaders balance their relation maintenance (i.e., relationship-oriented role) and performance maintenance (i.e., task-oriented role) behaviors with their employees to be perceived as ethical leaders. In the present paper, drawing upon the propositions informed by opposing domains theory and related research, I theorize that leaders’ relationship-oriented and task-oriented roles create synergistic effects that predict their employees’ perceptions of ethical leadership. Results across two studies (an experiment and a correlational study involving samples from two different cultures) convergently confirmed the hypothesized relationships. I conclude by discussing several key theoretical and practical implications of these findings. |
| format | Article |
| id | doaj-art-1062a37d72b74a09a07f13bd40700b97 |
| institution | Kabale University |
| issn | 1841-0413 |
| language | English |
| publishDate | 2024-11-01 |
| publisher | PsychOpen GOLD/ Leibniz Institute for Psychology |
| record_format | Article |
| series | Europe's Journal of Psychology |
| spelling | doaj-art-1062a37d72b74a09a07f13bd40700b972024-12-09T10:43:52ZengPsychOpen GOLD/ Leibniz Institute for PsychologyEurope's Journal of Psychology1841-04132024-11-0120427228710.5964/ejop.11891ejop.11891Relation- and Task-Oriented Roles as Antecedents of Ethical Leadership: Examining Synergistic EffectsH. M. Saidur Rahaman0Department of Psychology, Jagannath University, Dhaka, BangladeshA growing body of literature demonstrates that ethical leadership has positive effects on employees’ work outcomes. Ethical leadership upholds the importance of “normatively appropriate conduct through personal actions and interpersonal relationships” (Brown et al., 2005, p. 120; doi:10.1016/j.obhdp.2005.03.002). However, extant empirical research does not answer the question- of how ethical leaders balance their relation maintenance (i.e., relationship-oriented role) and performance maintenance (i.e., task-oriented role) behaviors with their employees to be perceived as ethical leaders. In the present paper, drawing upon the propositions informed by opposing domains theory and related research, I theorize that leaders’ relationship-oriented and task-oriented roles create synergistic effects that predict their employees’ perceptions of ethical leadership. Results across two studies (an experiment and a correlational study involving samples from two different cultures) convergently confirmed the hypothesized relationships. I conclude by discussing several key theoretical and practical implications of these findings.https://doi.org/10.5964/ejop.11891ethical leadershipopposing domain theoryrelationship-oriented roletask-oriented role |
| spellingShingle | H. M. Saidur Rahaman Relation- and Task-Oriented Roles as Antecedents of Ethical Leadership: Examining Synergistic Effects Europe's Journal of Psychology ethical leadership opposing domain theory relationship-oriented role task-oriented role |
| title | Relation- and Task-Oriented Roles as Antecedents of Ethical Leadership: Examining Synergistic Effects |
| title_full | Relation- and Task-Oriented Roles as Antecedents of Ethical Leadership: Examining Synergistic Effects |
| title_fullStr | Relation- and Task-Oriented Roles as Antecedents of Ethical Leadership: Examining Synergistic Effects |
| title_full_unstemmed | Relation- and Task-Oriented Roles as Antecedents of Ethical Leadership: Examining Synergistic Effects |
| title_short | Relation- and Task-Oriented Roles as Antecedents of Ethical Leadership: Examining Synergistic Effects |
| title_sort | relation and task oriented roles as antecedents of ethical leadership examining synergistic effects |
| topic | ethical leadership opposing domain theory relationship-oriented role task-oriented role |
| url | https://doi.org/10.5964/ejop.11891 |
| work_keys_str_mv | AT hmsaidurrahaman relationandtaskorientedrolesasantecedentsofethicalleadershipexaminingsynergisticeffects |