Rahaman H M Saidur
Department of Psychology, Jagannath University, Dhaka, Bangladesh.
Eur J Psychol. 2024 Nov 29;20(4):272-287. doi: 10.5964/ejop.11891. eCollection 2024 Nov.
A growing body of literature demonstrates that ethical leadership has positive effects on employees' work outcomes. Ethical leadership upholds the importance of "normatively appropriate conduct through personal actions and interpersonal relationships" (Brown et al., 2005, p. 120; doi:10.1016/j.obhdp.2005.03.002). However, extant empirical research does not answer the question- of how ethical leaders balance their relation maintenance (i.e., relationship-oriented role) and performance maintenance (i.e., task-oriented role) behaviors with their employees to be perceived as ethical leaders. In the present paper, drawing upon the propositions informed by opposing domains theory and related research, I theorize that leaders' relationship-oriented and task-oriented roles create synergistic effects that predict their employees' perceptions of ethical leadership. Results across two studies (an experiment and a correlational study involving samples from two different cultures) convergently confirmed the hypothesized relationships. I conclude by discussing several key theoretical and practical implications of these findings.
越来越多的文献表明，道德领导对员工的工作成果有积极影响。道德领导坚持“通过个人行为和人际关系进行规范恰当的行为”的重要性（Brown等人，2005年，第120页；doi:10.1016/j.obhdp.2005.03.002）。然而，现有的实证研究并没有回答道德领导者如何与员工平衡他们的关系维护（即关系导向型角色）和绩效维护（即任务导向型角色）行为，从而被视为道德领导者这一问题。在本文中，借鉴对立领域理论和相关研究所提出的命题，我提出理论，认为领导者的关系导向型和任务导向型角色会产生协同效应，从而预测员工对道德领导的认知。两项研究（一项实验和一项涉及来自两种不同文化样本的相关性研究）的结果一致证实了所假设的关系。我通过讨论这些发现的几个关键理论和实践意义来结束本文。
