From moral exemplar to underperformer? The double-edged sword of ethical leadership for leader in-role and extra-role performance.
挑战伦理领导总是提升领导者自身绩效的假设，通过每日日记和多方法研究揭示促进型和预防型伦理领导通过引发下属感激或愤怒情绪，对领导者角色内和角色外绩效产生相反影响。
Given the overall positive influence ethical leaders have on their followers' performance, the literature has largely assumed that ethical leadership also facilitates the performance of leaders themselves. We challenge this assumption by adopting a within-person perspective to reveal more nuanced relationships between distinct forms of daily ethical leadership and daily leader performance. Building on the affect theory of social exchange (Lawler, 2001), we develop a theoretical model that examines the diverging effects of daily promotion- and prevention-focused ethical leadership on daily leader performance through the reciprocal influence of followers' affective reactions. Specifically, we predict that whereas daily promotion-focused ethical leadership will elicit follower displayed gratitude toward the leader, daily prevention-focused ethical leadership will elicit follower displayed anger toward the leader. Downstream, we predict that follower displayed gratitude and anger will subsequently influence leaders' in-role and extra-role performance. We also explore how overall social exchange quality shapes the daily affective and behavioral dynamics between leaders and followers. Results from three studies using a multimethod approach provide convergent support for our model. Overall, this research offers both theoretical and practical insights about the potentially unexpected leader-centric consequences of ethical leadership. (PsycInfo Database Record (c) 2025 APA, all rights reserved).