Abstract:
Extending social learning theory to a multi-level perspective,
this study proposes a theoretical model that investigates both
individual and team-level mechanisms that mediate the effect
of ethical leadership on employee voice. Specifically, in terms
of an individual-level social learning perspective, we suggest
that an ethical leader acts as a prototype of a moral person
(i.e. an ethical role model). From a team-level social learning
perspective, we propose that, as a moral manager, team ethical
leadership will foster an ethical climate within the team which
will create a moral context that impacts employees’ behaviors.
In both instances, employee voice behaviors will be enhanced
through these mechanisms. Evidencing the importance of the
interaction between leader behaviors and context for leader
effectiveness, we also show that employees are more likely to
regard their ethical leaders as ethical role models in a team
that highly values ethical conduct (i.e. high in ethical climate).
Results obtained from 47 managers and 211 subordinates
in China support our theoretical model. The theoretical and
practical implications of our findings are also discussed.
