TY - JOUR
T1 - Antecedents of duty orientation and follower work behavior
T2 - the interactive effects of perceived organizational support and ethical leadership
AU - Eva, Nathan
AU - Newman, Alexander
AU - Miao, Qing
AU - Wang, Dan
AU - Cooper, Brian
PY - 2020/1
Y1 - 2020/1
N2 - 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.
AB - 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.
KW - Duty orientation
KW - Ethical leadership
KW - Job performance
KW - Organizational citizenship behaviors
KW - Perceived organizational support
UR - http://www.scopus.com/inward/record.url?scp=85048999908&partnerID=8YFLogxK
U2 - 10.1007/s10551-018-3948-5
DO - 10.1007/s10551-018-3948-5
M3 - Article
AN - SCOPUS:85048999908
SN - 0167-4544
VL - 161
SP - 627
EP - 639
JO - Journal of Business Ethics
JF - Journal of Business Ethics
IS - 3
ER -