Special Issue Article
The relationship between ethical leadership and core job characteristics
Version of Record online: 22 JAN 2010
Copyright © 2010 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Special Issue: Putting Job Design in Context
Volume 31, Issue 2-3, pages 259–278, February 2010
How to Cite
Piccolo, R. F., Greenbaum, R., Hartog, D. N. d. and Folger, R. (2010), The relationship between ethical leadership and core job characteristics. J. Organiz. Behav., 31: 259–278. doi: 10.1002/job.627
- Issue online: 22 JAN 2010
- Version of Record online: 22 JAN 2010
- Manuscript Accepted: 4 MAY 2009
- Manuscript Revised: 7 APR 2009
- Manuscript Received: 14 JUL 2008
In the current study, we draw on the original job characteristics model (JCM) and on an elaborated model of work design to examine relationships between ethical leadership, task significance, job autonomy, effort, and job performance. We suggest that leaders with strong ethical commitments who regularly demonstrate ethically normative behavior can have an impact on the JCM elements of task significance and autonomy, thereby affecting an employee's motivation (willingness to exert effort), which in turn will be evidenced by indications of enhanced task performance and organizational citizenship behavior. We conducted a field study by surveying pairs of co-workers in a diverse set of organizations. Results provide support for a fully mediated model whereby task significance and effort fully mediate relationships between ethical leadership and subordinates' job performance. Implications for future research on job design are discussed. Copyright © 2010 John Wiley & Sons, Ltd.