Do Ethical Leaders Give Followers the Confidence to Go the Extra Mile? The Moderating Role of Intrinsic Motivation

Yidong Tu () and Xinxin Lu ()
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Yidong Tu: Wuhan University
Xinxin Lu: Renmin University of China

Journal of Business Ethics, 2016, vol. 135, issue 1, No 9, 129-144

Abstract: Abstract Based on social cognitive theory, this paper explored the cognitive mechanism between ethical leadership and the followers’ extra-role performance. We tested a moderated mediation model in which general self-efficacy mediated the relationship between ethical leadership and the employee extra-role performance, while intrinsic motivation moderated the relationship between ethical leadership and subordinate’s general self-efficacy. Data were collected in two waves from 208 dyads. Results supported the time-lagged effect of ethical leadership on individual extra-role performance and the mediating role of general self-efficacy. Moreover, our findings revealed that intrinsic motivation positively moderated the effect of ethical leadership on general self-efficacy. Furthermore, intrinsic motivation also moderated the indirect effect of ethical leadership on extra-role performance via general self-efficacy. Theoretical and practical implications were further discussed.

Keywords: Ethical leadership; Extra-role performance; General self-efficacy; Intrinsic motivation; Social cognitive theory (search for similar items in EconPapers)
Date: 2016
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Citations: View citations in EconPapers (15)

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DOI: 10.1007/s10551-014-2463-6

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