Keeping Teams Together: How Ethical Leadership Moderates the Effects of Performance on Team Efficacy and Social Integration

Sean R. Martin, Kyle J. Emich (), Elizabeth J. McClean and Col. Todd Woodruff
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Sean R. Martin: University of Virginia
Kyle J. Emich: University of Delaware
Elizabeth J. McClean: University of Arizona
Col. Todd Woodruff: United States Military Academy at West Point

Journal of Business Ethics, 2022, vol. 176, issue 1, No 8, 127-139

Abstract: Abstract Prior research has demonstrated a strong relationship between team performance and team members’ team efficacy beliefs and perceptions of social integration. Performing well increases the feelings of collective ability that comprise team efficacy and the feelings of psychological connectedness that make up social integration, while performing poorly erodes them. In this article, we draw from the social cognitive base of ethical leadership theory to argue that ethical leadership moderates the relationship between team performance and team efficacy beliefs, and between team performance and social integration, such that these important team attitudes are buffered against the negative effects of poor performance when leaders act ethically. Alternatively, when leaders act less ethically, team efficacy and social integration break down following poor performance. We test our hypotheses in a field study of U.S. military teams actively engaged in competition. The data support our arguments. We find that ethical leadership weakens the relationships among team performance and team efficacy and social integration, respectively, such that ethical leaders preserve team efficacy and social integration when their teams do not perform well.

Keywords: Ethical leadership; Team efficacy; Social integration (search for similar items in EconPapers)
Date: 2022
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Citations: View citations in EconPapers (3)

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DOI: 10.1007/s10551-020-04685-0

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