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Ethical leadership and job performance in C hina: The roles of workplace friendships and traditionality
Author(s) -
Liu Jun,
Kwan Ho Kwong,
Fu Ping Ping,
Mao Yina
Publication year - 2013
Publication title -
journal of occupational and organizational psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.257
H-Index - 114
eISSN - 2044-8325
pISSN - 0963-1798
DOI - 10.1111/joop.12027
Subject(s) - psychology , ethical leadership , social psychology , task (project management) , supervisor , organizational citizenship behavior , job performance , job satisfaction , organizational commitment , management , economics
This study examined the relationships between ethical leadership, as perceived by subordinates, and task performance as well as organizational citizenship behaviour towards the organization ( OCBO ) and towards individuals ( OCBI ), while lending consideration to the moderating roles of subordinates' workplace friendships and traditionality in China. The results, which were based on two‐phase data from a sample of 312 supervisor–subordinate dyads in a manufacturing firm, indicated that ethical leadership positively related to subordinates’ OCBO and OCBI . Moreover, subordinates’ workplace friendships strengthened the relationship between ethical leadership and task performance, whereas subordinates’ traditionality strengthened the relationships between ethical leadership and task performance, OCBO , and OCBI . The theoretical and managerial implications of these results were discussed. Practitioner points Findings provide evidence that enhancing ethical leadership promotes subordinates' OCBO and OCBI. Encouraging employees to develop friendships can enhance the positive effects of ethical leadership on task performance. Encouraging employees to hold traditional values can enhance the positive effects of ethical leadership on task performance, OCBO, and OCBI.