Comparison Matrix Paper
Jennifer M. Howard
Grand Canyon University: LDR 800
February 22, 2012
This paper compares three empirical articles about ethical leadership practices that relate to the use of ethical power, authority, persuasion, and/or motivation. Article one was entitled “The relationship between ethical leadership and core job characteristics” and written by Ronald F. Piccolo, Rebecca Greenbaum, Deanne N. Den Hartog, and Robert Folger (2010). The second article was entitled “Impact of Ethical Leadership and Leader-Member Exchange on Whistle Blowing: The Moderating Impact of the Moral Intensity of the Issue” and was written by Kanika T. Bahl and Anubha Dadhich (2011). Article three was entitled “When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior” and was written by James B. Avery, Michael E. Palanski, and Fred O. Walumbwa.
The purpose of the three articles was similar. The three articles were concerned with ethical leadership and the effects on followers’ behavior and performance. Article one focused on ethical leadership effects on task and citizenship performance mediated by task significance, autonomy and effort through testing a model. The focus of article two was on exploring the impact of leader-member exchange (LMX) and ethical leadership on whistle blowing. Article three examined the effect of ethical leadership to find out if the influence on follower’s behavior is more or less effective.
Article one’s importance is to find the relationship between core job characteristics and ethical leadership. The importance of article two is to find the impact of leader-member exchange and ethical leadership on whistle blowing. Finally, article three’s importance is to find the relationship between ethical leadership and follower behavior and the moderating role of follower self-esteem.
The focus of the research questions was different for the three articles. finding out the relationships between job autonomy, job performance, effort, task significance and ethical leadership was the focus on article one. The researchers’ hypothesized that task significance and job autonomy are positively associated with ethical leadership. They also hypothesized that job autonomy and job significance was positively related effort and mediated the link between effort and ethical leadership.
Research questions for article two are concerned with the issue of the role of moral intensity on the relationship between leader-member exchange and ethical leadership. It was the researchers’ belief that ethical leadership, leader- member exchange was positively related to whistle blowing. They also hypothesized that there was a positive relationship between whistle blowing and leader-member exchange. Finally the researchers sought to find out if whistle blowing would be higher for ethical leaders with high magnitudes of consequences for situations.
In article three Avery, Palanski, and Walumbwa (2011) hypothesized that follower organizational citizenship behaviors would be positively related to follower self-esteem. The researchers also believed that follower deviance work behaviors would be related negatively to follower self-esteem. Finally article three sought to prove that the relationship between follower organizational citizenship behaviors, follower deviance work behaviors and ethical leadership was moderated by self-esteem.
There were some similarities amongst the three articles. The sample population for articles one and two was similar. Undergraduate and graduate students served as participants for the two articles had....
Please join StudyMode to read the full document