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Do Ethical Leaders Give Followers the Confidence to Go the Extra Mile? The Moderating Role of Intrinsic Motivation

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  • Yidong Tu

    (Wuhan University)

  • Xinxin Lu

    (Renmin University of China)

Abstract

Based on social cognitive theory, this paper explored the cognitive mechanism between ethical leadership and the followers’ extra-role performance. We tested a moderated mediation model in which general self-efficacy mediated the relationship between ethical leadership and the employee extra-role performance, while intrinsic motivation moderated the relationship between ethical leadership and subordinate’s general self-efficacy. Data were collected in two waves from 208 dyads. Results supported the time-lagged effect of ethical leadership on individual extra-role performance and the mediating role of general self-efficacy. Moreover, our findings revealed that intrinsic motivation positively moderated the effect of ethical leadership on general self-efficacy. Furthermore, intrinsic motivation also moderated the indirect effect of ethical leadership on extra-role performance via general self-efficacy. Theoretical and practical implications were further discussed.

Suggested Citation

  • Yidong Tu & Xinxin Lu, 2016. "Do Ethical Leaders Give Followers the Confidence to Go the Extra Mile? The Moderating Role of Intrinsic Motivation," Journal of Business Ethics, Springer, vol. 135(1), pages 129-144, April.
    • Handle: RePEc:kap:jbuset:v:135:y:2016:i:1:d:10.1007_s10551-014-2463-6
    DOI: 10.1007/s10551-014-2463-6
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    References listed on IDEAS

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