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EFFECTS OF MACHIAVELLIAN ETHICAL LEADERSHIP AND EMPLOYEE POWER DISTANCE ON EMPLOYEE VOICE

Authors
Kwak, Won JunShim, Ji Hyun
Issue Date
Oct-2017
Publisher
SOC PERSONALITY RES INC
Keywords
ethical leadership; employee voice; supervisor-subordinate relationship; Machiavellianism; power distance orientation
Citation
SOCIAL BEHAVIOR AND PERSONALITY, v.45, no.9, pp.1485 - 1498
Journal Title
SOCIAL BEHAVIOR AND PERSONALITY
Volume
45
Number
9
Start Page
1485
End Page
1498
URI
https://scholarworks.sookmyung.ac.kr/handle/2020.sw.sookmyung/8111
DOI
10.2224/sbp.5896
ISSN
0301-2212
Abstract
We investigated how employees respond to Machiavellian supervisors exerting ethical leadership. Participants were 252 matched supervisor-employee dyads, and we administered measures of supervisor ethical leadership, employee voice, employee power distance orientation, and supervisor Machiavellianism. Results revealed that Machiavellian supervisors' ethical leader behaviors were perceived to be genuine by subordinate employees, and that ethical leadership promoted supervisors' extrarole voice behaviors. Further, the effects of Machiavellian supervisors' ethical leader behaviors on employee voice were intensified in the particular organizational context of higher, versus lower, employee power distance orientation. Given the major finding that ethical leader behaviors demonstrated by Machiavellian supervisors were effective whether or not they were genuine, ethical leadership training and development are suggested to help promote desirable employee work behaviors, including voice.
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인적자원개발대학원 (인적자원개발학과)
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