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Ethical and empowering leadership and leader effectiveness

Shahidul Hassan (John Glenn School of Public Affairs, The Ohio State University, Columbus, Ohio, USA)
Rubiná Mahsud (Department of Management, Albers School of Business, Seattle University, Seattle, Washington, USA)
Gary Yukl (Department of Management, Business School, New York State University at Albany, Albany, New York, USA)
Gregory E. Prussia (Department of Management, Albers School of Business, Seattle University, Seattle, Washington, USA)

Journal of Managerial Psychology

ISSN: 0268-3946

Article publication date: 8 February 2013

44277

Abstract

Purpose

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The purpose of this paper is to examine how ethical leadership and empowering leadership are related to leader‐member exchange relations (LMX), affective commitment, and leader effectiveness.

Design/methodology/approach

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Data were collected using questionnaires filled out by 259 subordinates of public and private sector managers. Relationships among variables were analyzed using structural equation modeling.

Findings

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The results indicated that ethical leadership and empowering leadership have positive associations with LMX, subordinate affective commitment, and perception of leader effectiveness.

Originality/value

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This study is the first to examine the independent and joint relationships of empowering leadership and ethical leadership with leadership effectiveness and the mediating role of LMX.

Keywords

Citation

Hassan, S., Mahsud, R., Yukl, G. and Prussia, G.E. (2013), "Ethical and empowering leadership and leader effectiveness", Journal of Managerial Psychology, Vol. 28 No. 2, pp. 133-146. https://doi.org/10.1108/02683941311300252

Publisher

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Emerald Group Publishing Limited

Copyright © 2013, Emerald Group Publishing Limited

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