Does Value Similarity Matter? Influence of Ethical Leadership on Employee Engagement and Deviance
研究伦理领导力如何通过员工与领导价值观相似性影响员工敬业度及越轨行为，基于两轮多波次领导下属配对调查数据。
Although ethical leadership is thought to motivate employees to refrain from deviant behaviors that are harmful to the organization and its members, scholars have also found considerable variability in the relationship between ethical leadership and deviant subordinate behaviors beyond this general or main effect. Integrating theory on ethical leadership and work engagement, we develop and test a model that also considers the role of employee-leader value similarity in understanding employee interpersonal and organizational deviance. In two field studies employing multi-wave samples of leader-subordinate dyads, we demonstrate that value similarity moderates the effects of ethical leadership on subordinate deviance and does so via engagement. Implications for ethical leadership, employee engagement, and deviance literature are discussed.