Does the talk match the walk?: Effects of leader exemplification and ethical conduct on perceived leader authenticity, trust, and organizational advocacy

William L. Gardner, Rachel Clapp-Smith, Ketan Mhatre, Bruce J. Avolio, Adrian Chan, Larry W. Hughes, Pavas Pandey and Iris Sun

Journal of Management & Organization, 2024, vol. 30, issue 6, 1748-1771

Abstract: Leader exemplification involves implicit and explicit claims of high moral values made by a leader. We employed a 2 × 3 experimental design with samples of 265 students in Study 1 and 142 working adults in Study 2 to examine the effects of leader exemplification (exemplification versus no exemplification) and ethical conduct (self-serving, self-sacrificial, and self-other focus) on perceived leader authenticity, trust in leader, and organizational advocacy. In Study 1, we found that exemplification produced elevated levels of perceived authenticity, trust, and advocacy in the form of employment and investment recommendations. We also showed that leader ethical conduct moderated this effect, as ratings were highest following a leader’s self-sacrificial conduct, lowest for self-serving conduct, and moderate for conduct reflecting self-other concerns. In Study 2, we replicated these findings for perceived authenticity and trust, but not organizational advocacy, which yielded mixed results. The leadership implications and future research directions are discussed.

Date: 2024
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