Antecedents of Duty Orientation and Follower Work Behavior: The Interactive Effects of Perceived Organizational Support and Ethical Leadership

Nathan Eva (), Alexander Newman, Qing Miao (), Dan Wang () and Brian Cooper ()
Additional contact information
Nathan Eva: Monash University
Qing Miao: Zhejiang University
Dan Wang: Monash University
Brian Cooper: Monash University

Journal of Business Ethics, 2020, vol. 161, issue 3, No 8, 627-639

Abstract: Abstract Drawing on social exchange theory, the present study seeks to understand how ethical leaders channel followers’ responses to positive treatment from the organization into a dutiful mindset, resulting in in-role and extra-role performance. Specifically, it examines the influence of perceived organizational support on both followers’ job performance and organizational citizenship behaviors, and the mediating effects of duty orientation on such relationships. In addition, it examines whether the mediated effects are contingent on the ethical leadership exhibited by the team leader. Based on multi-source, multi-level data obtained from 233 employees in 60 teams from the Chinese public sector, we found that ethical leadership moderated the mediated relationship between perceived organizational support and follower work behaviors through duty orientation, such that this relationship was stronger in the presence of higher ethical leadership.

Keywords: Ethical leadership; Duty orientation; Perceived organizational support; Organizational citizenship behaviors; Job performance (search for similar items in EconPapers)
Date: 2020
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Citations: View citations in EconPapers (9)

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DOI: 10.1007/s10551-018-3948-5

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