The literature on ethical leadership is still in an early development phase. In current study, we endeavors to propose a theoretical model as figure1 by exploring weather ethical leadership influence voice behavior through the mediating role of work engagement, and moderating role of promotion focus. The present study contributes to our understanding on ethical leadership into some ways. First, in ethical leadership literature, previous research has focused mainly on examine the antecedents and consequences (Brown & Treviño, 2006; Brown, et al., 2005), however, we know very little about how and why ethical leader impact on employees attitudes and behavior. Furthermore, the underlying mechanism that link ethical leadership to various outcomes has insufficient attention thus far (Avey, Palanski, & Walumbwa, 2011;
Piccolo, et al., 2010; Walumbwa & Schaubroeck, 2009). Brown and Trevino (2006) suggested future work on the consequences of ethical leadership should to clarify the mediating process. We took this a step further to extend ethical leadership theory by considering work engagement serves as cognitive motivational underpinnings in support of the link between ethical leadership and voice behavior. The results will provide new and deeper insights in explaining ethical leadership impact voice behavior through strengthening the mediating role of work engagement. Second, a majority of ethical leadership literature remain examine the main effect (Brown & Treviño, 2006; Brown, et al., 2005; Toor & Ofori, 2009). Mayer et al. (2009) noted that less attention has been given to identifying the conditions under which ethical leadership behavior foster employee outcomes. We are not full understood whether the boundary condition of employee reactions to ethical leadership may enhance voice behavior through work engagement. In order to response this call, the present study advance our understanding by examining regulatory focus of moderating role in explain the relationship between ethical leadership, work engagement and voice behavior. It is important to identify regulatory focus that enhance or mitigate the influence of ethical leader behavior to work outcomes.
Several valuable managerial implications are expected based on the current findings. With regard to the aforementioned linkage, it is important for mangers to find approach to enhance employee work engagement. Additionally, ethical leaders may motivate followers’ promotion focus, highlighting employees the impact of work motivation on work engagement and voice behavior. Thus, ethical leadership plays an important role in the occurrence of both work engagement and voice behavior, and motivates follower promotion focus. We suggest organizational should provide and design the ethical leadership training programs to cultivate the ability for ethical leadership behaviors. Besides, organization should hire more ethical leaders by assess their integrity, moral standard and consideration for other (Mayer, et al., 2009).
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