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JOURNAL OF LEADERSHIP, ACCOUNTABILITY AND ETHICS


Does Transformational Leadership Promote Employee Perceptions of Ethical Leadership?:
A Moderated Mediation Model of Procedural Justice and Power-Distance Orientation


Author(s): Junghyun Lee, Jeewon Cho, Rajnandini Pillai

Citation: Junghyun Lee, Jeewon Cho, Rajnandini Pillai, (2020) "Does Transformational Leadership Promote Employee Perceptions of Ethical Leadership?: A Moderated Mediation Model of Procedural Justice and Power-Distance Orientation," Journal of Leadership, Accountability and Ethics, Vol. 17, Iss. 6, pp 88-100

Article Type: Research paper

Publisher: North American Business Press

Abstract:

This study examines three primary research questions: (1) if transformational leadership predicts followers’ subsequent perceptions of ethical leadership as time elapses; (2) which boundary conditions affect the relationship between justice perceptions, derived from the leader’s transformational characteristics, and ethical leadership; and (3) what the relationships are between ethical leadership and follower outcomes (job satisfaction, affective commitment and objective performance appraisals). Using the data collected through a three-wave survey over a two-year period, we found that transformational leadership was positively related to ethical leadership via procedural justice and this mediated relationship was stronger for followers with lower power-distance orientation.