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Boundary Conditions of Ethical Leadership: Exploring Supervisor-Induced and Job Hindrance Stress as Potential Inhibitors

Author

Listed:
  • Matthew J. Quade

    (Baylor University)

  • Sara J. Perry

    (Baylor University)

  • Emily M. Hunter

    (Baylor University)

Abstract

It is widely accepted that ethical leadership is beneficial for the organization, the leader, and followers. Yet, little has been said about potential limitations of ethical leadership, particularly boundary conditions involving the same person perceived to display ethical leadership. Drawing on conservation of resources theory, we argue that supervisor-induced hindrance stress and job hindrance stress are factors linked to the supervisor and work environment that may limit the positive impact of ethical leadership on employee deviance and turnover intentions. Specifically, we expect that high levels of hindrance stress drain resources, specifically perceptions of social support, by inhibiting the completion of work, particularly in combination with the high expectations of ethical leaders. We test our model across two time-lagged field studies (N = 310 and N = 299). Our results demonstrate that supervisor-induced hindrance stress mitigates some of the beneficial impact of ethical leadership and that job hindrance stress further strains these relationships. Overall, our results suggest that both forms of hindrance stress jointly impact the effectiveness of ethical leadership on important outcomes, and do so partly because of their influence on perceived social support. We discuss theoretical contributions to the ethical leadership and stress bodies of literature, as well as practical implications for managers and organizations wishing to develop ethical leaders.

Suggested Citation

  • Matthew J. Quade & Sara J. Perry & Emily M. Hunter, 2019. "Boundary Conditions of Ethical Leadership: Exploring Supervisor-Induced and Job Hindrance Stress as Potential Inhibitors," Journal of Business Ethics, Springer, vol. 158(4), pages 1165-1184, September.
    • Handle: RePEc:kap:jbuset:v:158:y:2019:i:4:d:10.1007_s10551-017-3771-4
    DOI: 10.1007/s10551-017-3771-4
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    References listed on IDEAS

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    Cited by:

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    2. Muhammad Qasim & Muhammad Irshad & Mehwish Majeed & Syed Tahir Hussain Rizvi, 2022. "Examining Impact of Islamic Work Ethic on Task Performance: Mediating Effect of Psychological Capital and a Moderating Role of Ethical Leadership," Journal of Business Ethics, Springer, vol. 180(1), pages 283-295, September.
    3. Sang-Hoon Lee & Won-Moo Hur & Yuhyung Shin, 2023. "Struggling to Stay Engaged During Adversity: A Daily Investigation of Frontline Service Employees’ Job Insecurity and the Moderating Role of Ethical Leader Behavior," Journal of Business Ethics, Springer, vol. 184(1), pages 281-295, April.
    4. Lantican, Carl Anthony O., 2020. "The Influence of Ethical Leadership on Employees’ Work-Related Stress and Organizational Commitment: Evidence from a Developing Country," Journal of Economics, Management & Agricultural Development, Journal of Economics, Management & Agricultural Development (JEMAD), vol. 6(1), June.
    5. Jue Wang & Hae-Ryong Kim & Byung-Jik Kim, 2021. "From Ethical Leadership to Team Creativity: The Mediating Role of Shared Leadership and the Moderating Effect of Leader–Member Exchange Differentiation," Sustainability, MDPI, vol. 13(20), pages 1-19, October.

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