doi: 10.1177/001872679004300302. Heidelberg: Asanger. The bases of social power, in Studies of Social Power, ed D. Cartwright (Ann Arbor, MI: Institute for Social Research), 118149. Controlling other people: the impact of power on stereotyping. As we exclusively investigated follower-rated attitudes, future research could also test the proposed power-based process model regarding behavior-based follower outcomes, including follower performance (Williams and Anderson, 1991) and organizational citizenship behavior (Lee and Allen, 2002). 29, 322332.
doi: 10.3758/BF03192961, Hinkin, T. R., and Schriesheim, C. A. J. Thus, the present examination extends current state of research by first testing the direct relationship between power bases and an explicitly ethics related leadership style (i.e., ethical leadership), coincidently integrating two robust findings of the power research field into one influence chain. Workplace Learn. Thus, whereas the findings on the relationship between position-based power and followers' outcomes are mixed, indicating comparatively reduced effectiveness (Bachman et al., 1966; Podsakoff and Schriesheim, 1985; Yukl, 2006), personal power shows many positive relations with indicators of beneficial follower outcomes, such as performance (Student, 1968; Podsakoff and Schriesheim, 1985; Rahim et al., 1994), job satisfaction (Bachman et al., 1966; Rahim and Afza, 1993; Rahim et al., 1994), satisfaction with a supervisor (Bachman et al., 1966; Podsakoff and Schriesheim, 1985), and reduced turnover and absenteeism (Student, 1968; Podsakoff and Schriesheim, 1985; Rahim and Afza, 1993). Significance tests for the indirect effects were based on bias-corrected confidence intervals derived from 10,000 bootstrapped samples (Shrout and Bolger, 2002).
However, the function of an employee's moral identity in the processing of ethical leadership behavior related to the evolution of follower outcomes has not been explored to date. Empirical evidence indicates that personality generally influences the perception of power bases (Lord et al., 1980). Damen, F., van Knippenberg, D., and van Knippenberg, B. 64. Same?
Research shows that followers' perceptions of a leader's power bases depend on leadership behavior since behavioral cues convey power messages (e.g., Gioia and Sims, 1983; Hinkin and Schriesheim, 1990). 138, 455469. Work engagement describes a positive, fulfilling work-related state of mind that is characterized by vigor, dedication, and absorption (Schaufeli et al., 2002, p. 74). Bouckenooghe, D., Zafar, A., and Raja, U. Bavik, Y. L., Tang, P. M., Shao, R., and Lam, L. W. (2018). Field studies of French and Raven's bases of power: critique, reanalysis, and suggestions for future research. 9, 724. Leader power, commitment, satisfaction, compliance, and propensity to leave a job among U.S. accountants. The findings also reveal that the effectiveness of ethical leadership is partly dependent on an employee's self-concept. It is very hard to be effective in influencing other people if a persons Furthermore, our results confirm that a follower's moral identity plays a significant moderating role in this process by enhancing the positive effect of ethical leadership on a leader's personal power and subsequently on follower outcomes. The resulting relational attachments can be defined as emotional bonds that are built, as one relationship partner meets the needs of another (Bowlby, 1969/1982). Therefore, to test hypotheses regarding the direct relationship between manipulated ethical leadership and follower outcomes (i.e., H1a-e), OLS regressions were estimated, controlling for participant's sex and education, lack of imagination during the scenario experiment, and working experience. doi: 10.1509/jmkg.71.1.178, Resick, C. J., Hanges, P. J., Dickson, M. W., and Mitchelson, J. K. (2006). Stanford, CA: Stanford University Press. Manage. Den Hartog, D. N. (2015).
The results from the mediation models revealed that ethical leadership was positively associated with personal power (b = 2.00, = 0.74, SE = 0.05, p < 0.001; see Table 7), substantiating hypothesis 2. individuals are commonly referred to as thought leaders.The other way in which a person may exercise attribute power is by determining the conditions Ethical leadership, in The Oxford Handbook of Leadership and Organizations, ed D. V. Day (New York, NY: Oxford University Press), 524538. 
Entwicklung und validierung eines kurzfragebogens zur erfassung von allgemeiner und facettenspezifischer arbeitszufriedenheit. Table 6. 22, 367382. goals. Linking ethical leadership to employee well-being: the role of trust in supervisor. Accordingly, construct development work was initiated with qualitative, interview-based field investigations within organizations by surveying corporate executives to characterize the behavior of executive-level ethical leaders (Trevio et al., 2000, 2003). To test the proposed process model, we conduct a field-study (study 1) surveying employees at two measurement times and a scenario experiment (study 2) in which ethical leadership was experimentally manipulated as a dependent variable. (2012).
(1994). Hum. An introduction to psychological tests and scales (2 ed.). The results show that ethical leadership predicted reported leader effectiveness (b = 2.00, = 0.72, SE = 0.15, p < 0.001), follower extra effort (b = 1.52, = 0.52, SE = 0.20, p < 0.001), organizational commitment (b = 1.11, = 0.54, SE = 0.14, p < 0.001), job satisfaction (b = 2.23, = 0.66, SE = 0.20, p < 0.001), and work engagement (b = 1.37, = 0.55, SE = 0.16, p < 0.001), supporting hypotheses 1a-e. As in study 1, hypothesis testing in the context of the mediation and moderated mediation models followed path analytic procedures (Edwards and Lambert, 2007; Preacher et al., 2007) and bootstrapping analyses to estimate the (conditional) indirect effects (Shrout and Bolger, 2002), applying the SPSS macro PROCESS (Preacher et al., 2007; Hayes, 2013). Second, we address the call of van Knippenberg and Sitkin (2013) for enhanced exploration of leadership as a process and extend research on the mechanism of the ethical leadership-follower outcomes link. (1985). Ethics 90, 533547. Williams, L. J., and Anderson, S. E. (1991). Leadersh. The incentive comprised the opportunity to participate in a lottery; being in an employment relationship (full- or part-time) defined the requirement for participation. Bus. Since these variables are appropriate for using external ratings, the exploration of these behavioral follower outcomes could address the methodological issues of single-source data and extend the scope of the power-based process model. Leadership and interpersonal power, in Studies of Social Power, ed D. Cartwright (Ann Arbor, MI: Institute for Social Research), 150167. Execut. Theoretical and practical implications are discussed. Consequently, ethical leadership as a specific form of power use should be associated with followers' perceptions of distinct corresponding power bases1. Behav. H4d: personal power mediates the positive relationship between ethical leadership and job satisfaction. A scenario simulates a real-life setting, though the described situation may be experienced from an observer's perspective due to limited emotional empathizing with the illustrated circumstances, leading to diverging results compared to a field study (Kim and Jang, 2014). 26, 190203. and skills, attitudes, physical aspects, material possessions, social standing and personal relationships all represent categories Behav. Cohen, J. The greater the overlap of the three personal power spheres, the more balanced and more effective one will In addition to the form of occupation (1 = full-time, 2 = part-time), we controlled for tenure with leader (1 = < 6 months to 5 > 5 years), employee educational level (1 = no school-leaving qualification to 7 = doctoral degree), and leader and employee sex (1 = male, 2 = female). To enhance the validity and the scope of our proposed power-based process model of the ethical leadership-follower outcomes-link, we aim at testing a broad range of distinct follower outcomes which have empirically substantiated relations to ethical leadership. Who displays ethical leadership, and why does it matter? businessman, scientist, sports coach or any other expert who has clearly exhibited proficiency in a particular field is very But Different? Although the scenario experiment study design was suitable for testing the causal relationships implied in the proposed power-based process model, a coinciding limitation of this study relates to capturing reported hypothetical behavior as responses to a highly ethical or unethical leader. The field study was conducted online and in two phases. H6c: personal power mediates the interactive effect of ethical leadership and an employee's moral identity on organizational commitment. (1996). doi: 10.1037/0033-2909.103.3.411. doi: 10.1016/j.leaqua.2012.03.001, Eisenbeiss, S. A., and van Knippenberg, D. (2015).
Organ.
doi: 10.1016/S1048-9843(02)00183-2, Preacher, K. J., Rucker, D. D., and Hayes, A. F. (2007). In this sense, ethical leadership is defined as the process of influencing in a socially responsible way the activities of an organized group toward goal achievement (De Hoogh and Den Hartog, 2009, p. 341). Employee reactions to supervisor abuse of customers and the moderating role of employee moral identity. 82, 827844. Test of a trickle-down model. French, J. R. P, and Snyder, R. (1959). doi: 10.1177/014920639101700305, Wu, Y.-C. (2017). Outcomes of ethical leadership among salespeople. Addressing moderated mediation hypotheses: theory, methods, and prescriptions.
Methods for integrating moderation and mediation: a general analytical framework using moderated path analysis. Int. J. doi: 10.1177/014920639802400404, Neubert, M. J., Carlson, D. S., Kacmar, K. M., Roberts, J. Additionally, people will Bus. A. Ethics 128, 653663. (2002).
1, eds J. Adair, D. Belanger, and K. L. Dion (East Sussex: Psychology Press), 93110. Furthermore, 62.1% of the employees worked full-time, stemming from a wide range of branches (business & finance sectors: 14.0%; services & trade sectors: 20.4%; health & social sectors: 11.5%; education & consulting sectors: 7.7%; industry & craft sectors: 12.3%; science sector: 9.4%; public services: 8.5%; gastronomy: 1.7%; others: 14.5%). Since this study was conducted in Germany, every English scale that was not available in a German version was translated following the standard procedure of translation and independent back-translation (Brislin, 1980) by employing independent qualified translators. doi: 10.1108/13665629910279509. Relationships between subordinate perceptions of supervisor influence tactics and attributed bases of supervisory power.
Based on the discussion above, we finally argue that personal power also mediates the interactive effect of ethical leadership and an employee's moral identity on diverse follower outcomes. doi: 10.1037/0021-9010.76.3.416, Keywords: ethical leadership, power, moral identity, commitment, work engagement, job satisfaction, leader effectiveness, extra effort, Citation: Haller DK, Fischer P and Frey D (2018) The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link. The second step predicts the dependent variables (i.e., follower outcomes) from the mediator (personal power) and the predictor (ethical leadership), and the results of the second-stage dependent variables are shown in Table 3. Manage. Meta-Analytic review of leadermember exchange theory: correlates and construct issues. Webb, K. (2007). This result indicates that the manipulation was successful at construing a scenario with a highly ethical or an unethical leader.
J. Apart from controlling for the variables education level (1 = no school-leaving qualification to 7 = doctoral degree) and participants' sex (1 = male, 2 = female) for same reasons as in case of the field study, we controlled for two factors which might influence the quality of the questionnaire completion by affecting the amount of empathizing with the employee's role in the scenario. Leadersh. Vigor refers to a high amount of energy and mental resilience at work, and an investment of effort and persistence when considering obstacles. Translation and content analysis of oral and written material, in Handbook of Cross-Cultural Psychology, Vol. Furthermore, the fact that ethical leadership behavior represents a good way to promote personal power is significant for managers. which he or she is a member by either a higher authority, popular choice, custom or heredity. We measured work engagement with the nine-item version of the Utrecht Work Engagement Scale (UWES-9) developed by Schaufeli et al. Furthermore, several studies indicate that ethical leadership enhances an employee's moral identity (Wen and Chen, 2016; Gerpott et al., 2017; Bavik et al., 2018). Leadership and Information Processing: Linking Perceptions and Performance. J. Some examples of individuals who have possessed personality power include President John F. Kennedy, Mahatma Gandhi a strong case can be made that any power a person displays in interacting with others is personal power regardless 
