Mayowa Babalola - Academia.edu (original) (raw)
Papers by Mayowa Babalola
While previous research has established that employees who have a more conscientious leader are m... more While previous research has established that employees who have a more conscientious leader are more likely to perceive that their leader is ethical, the underlying mechanisms and boundary conditions of this linkage remain unknown. In order to better understand the relationship between leader conscientiousness and ethical leadership, we examine the potential mediating role of leader moral reflectiveness, as well as the potential moderating role of decision-making autonomy. Drawing from social cognitive theory, results from two samples of workgroup leaders and their immediate reports situated in Africa and Asia show that leader conscientiousness is positively related to leader moral reflectiveness, which in turn, is positively associated with employees' assessment of ethical leadership. Furthermore, and consistent with our hypothesis, results from the two samples show that leader decision-making autonomy moderates the indirect path from leader conscientiousness to ethical leadership through moral reflectiveness, such that only morally reflective leaders who have high (versus low) decision-making autonomy at work engage in ethical leadership behaviors. In our discussion, we highlight the theoretical and practical implications of our findings and suggest ways in which organizations can better foster ethical leadership.
Drawing from the group engagement model and the moral conviction literature, we propose that perc... more Drawing from the group engagement model and the moral conviction literature, we propose that perceived leader ethical conviction moderates the relationship between ethical leadership and employee OCB as well as deviance. In a field study of employees from various industries and a scenario-based experiment, we revealed that both the positive relation between ethical leadership and employee OCB and the negative relation between ethical leadership and employee deviance are more pronounced when leaders are perceived to have weak rather than strong ethical convictions. Further, we argued and showed that employees' feelings of personal control and perceived voice opportunity mediated the interactive effect of ethical leadership and perceived leader ethical conviction on OCB and deviance. Implications of these findings for theory and practice are discussed.
Drawing on social learning theory (SLT), this research examined the role of ethical leadership in... more Drawing on social learning theory (SLT), this research examined the role of ethical leadership in conflict situations. Specifically, ethical leadership was predicted to build employees’ resolution efficacy and subsequently increase employees’ ability to deal with conflict situations in the workplace (i.e., relationship, task, and process conflict). A multi-source study in Europe and a two-wave design study in Africa showed support for our mediation model. These findings expand and unite existing theory on conflict and ethical leadership.
Keywords: ethical leadership; resolution efficacy; relationship conflict; task conflict; process conflict
Springer, 2014
In a multi-source study, we examine how frequent change interacts with ethical leadership to redu... more In a multi-source study, we examine how frequent change interacts with ethical leadership to reduce turnover intentions. We argue that ethical leaders enhance employees’ state self-esteem, which explains the moderating effect of ethical leadership. Results from 124 employee-coworker-supervisor triads revealed that ethical leadership moderated the relationship between frequent change and turnover intention such that the relationship was positive only when ethical leadership was low. The moderating relationship could be shown to be mediated by employees’ state self-esteem.
While previous research has established that employees who have a more conscientious leader are m... more While previous research has established that employees who have a more conscientious leader are more likely to perceive that their leader is ethical, the underlying mechanisms and boundary conditions of this linkage remain unknown. In order to better understand the relationship between leader conscientiousness and ethical leadership, we examine the potential mediating role of leader moral reflectiveness, as well as the potential moderating role of decision-making autonomy. Drawing from social cognitive theory, results from two samples of workgroup leaders and their immediate reports situated in Africa and Asia show that leader conscientiousness is positively related to leader moral reflectiveness, which in turn, is positively associated with employees' assessment of ethical leadership. Furthermore, and consistent with our hypothesis, results from the two samples show that leader decision-making autonomy moderates the indirect path from leader conscientiousness to ethical leadership through moral reflectiveness, such that only morally reflective leaders who have high (versus low) decision-making autonomy at work engage in ethical leadership behaviors. In our discussion, we highlight the theoretical and practical implications of our findings and suggest ways in which organizations can better foster ethical leadership.
Drawing from the group engagement model and the moral conviction literature, we propose that perc... more Drawing from the group engagement model and the moral conviction literature, we propose that perceived leader ethical conviction moderates the relationship between ethical leadership and employee OCB as well as deviance. In a field study of employees from various industries and a scenario-based experiment, we revealed that both the positive relation between ethical leadership and employee OCB and the negative relation between ethical leadership and employee deviance are more pronounced when leaders are perceived to have weak rather than strong ethical convictions. Further, we argued and showed that employees' feelings of personal control and perceived voice opportunity mediated the interactive effect of ethical leadership and perceived leader ethical conviction on OCB and deviance. Implications of these findings for theory and practice are discussed.
Drawing on social learning theory (SLT), this research examined the role of ethical leadership in... more Drawing on social learning theory (SLT), this research examined the role of ethical leadership in conflict situations. Specifically, ethical leadership was predicted to build employees’ resolution efficacy and subsequently increase employees’ ability to deal with conflict situations in the workplace (i.e., relationship, task, and process conflict). A multi-source study in Europe and a two-wave design study in Africa showed support for our mediation model. These findings expand and unite existing theory on conflict and ethical leadership.
Keywords: ethical leadership; resolution efficacy; relationship conflict; task conflict; process conflict
Springer, 2014
In a multi-source study, we examine how frequent change interacts with ethical leadership to redu... more In a multi-source study, we examine how frequent change interacts with ethical leadership to reduce turnover intentions. We argue that ethical leaders enhance employees’ state self-esteem, which explains the moderating effect of ethical leadership. Results from 124 employee-coworker-supervisor triads revealed that ethical leadership moderated the relationship between frequent change and turnover intention such that the relationship was positive only when ethical leadership was low. The moderating relationship could be shown to be mediated by employees’ state self-esteem.