The consequences of ethical leadership: comparisons with transformational leadership and abusive supervision

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dc.contributor.advisorLee, Kibeom
dc.contributor.authorOgunfowora, Babatunde
dc.date.accessioned2017-12-18T22:00:46Z
dc.date.available2017-12-18T22:00:46Z
dc.date.issued2009
dc.descriptionBibliography: p. 76-82en
dc.description.abstractThe present group-level research evaluated the unique contributions of Brown, Trevino, and Harrison's (2005) ethical leadership construct to the leadership literature. The effects of ethical leadership on employee counterproductive work behaviours, organizational citizenship behaviours, organizational commitment, and satisfaction with leader were examined. To establish construct distinctiveness, the effects of ethical leadership were evaluated relative to two ethically-oriented leadership constructs, namely transformational leadership (Bass, 1985) and abusive supervision (Tepper, 2000). Research participants (N = 297) were employees of five not-for-profit organizations working in 58 teams. The results of common factor analysis revealed a large factor defined by ethical and transformational leadership items, and a second smaller factor with abusive supervision items. Ethical leadership also correlated rather strongly (r = .88) with transformational leadership in the total sample. Hierarchical linear modeling (HLM) analyses showed that ethical leadership positively predicted leader satisfaction, organizational citizenship behaviours, and affective organizational commitment at the group level. When compared to transformational leadership and abusive supervision, however, ethical leadership explained little to no unique variance in the outcome variables. Altogether, the present research provides different sources of evidence that suggest that ethical leadership and its effects overlap considerably with transformational leadership. Some theoretical implications of the research findings are discussed.
dc.format.extentviii, 113 leaves : ill. ; 30 cm.en
dc.identifier.citationOgunfowora, B. (2009). The consequences of ethical leadership: comparisons with transformational leadership and abusive supervision (Doctoral thesis, University of Calgary, Calgary, Canada). Retrieved from https://prism.ucalgary.ca. doi:10.11575/PRISM/3157en_US
dc.identifier.doihttp://dx.doi.org/10.11575/PRISM/3157
dc.identifier.urihttp://hdl.handle.net/1880/104158
dc.language.isoeng
dc.publisher.institutionUniversity of Calgaryen
dc.publisher.placeCalgaryen
dc.rightsUniversity of Calgary graduate students retain copyright ownership and moral rights for their thesis. You may use this material in any way that is permitted by the Copyright Act or through licensing that has been assigned to the document. For uses that are not allowable under copyright legislation or licensing, you are required to seek permission.
dc.titleThe consequences of ethical leadership: comparisons with transformational leadership and abusive supervision
dc.typedoctoral thesis
thesis.degree.disciplinePsychology
thesis.degree.grantorUniversity of Calgary
thesis.degree.nameDoctor of Philosophy (PhD)
ucalgary.item.requestcopytrue
ucalgary.thesis.accessionTheses Collection 58.002:Box 1885 520502055
ucalgary.thesis.notesUARCen
ucalgary.thesis.uarcreleaseyen
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