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Leadership and Ethical Justice Behavior in a High Moral Intensity Operational Context 
Swedish National Defence College, Department of Leadership and Management (ILM).ORCID iD: 0000-0001-8274-6065
2010 (English)In: Military Psychology, ISSN 0899-5605, Vol. 22, no 1, 137-156 p.Article in journal (Refereed) Published
Abstract [en]

The present study explores the relationship between moral behavior in a high moral intensity context and leadership behavior in Norwegian naval officer cadets (N = 82). Peer ratings of leadership behavior were used as predictor variables, and ethical justice behavior, defined as the disclosure of sensitive information in a demanding prisoner-of-war exercise, was used as an outcome measure. A hierarchical regression analysis revealed that transactional leadership explained 19% of the variance in ethical justice behavior, whereas transformational leadership did not augment this effect. However, in a model including all facets of the full range of leadership model, 25% of the variance in leaders' ethical justice behaviors was accounted for, with high scores on the transformational facet of Intellectual Stimulation (β = -.45, p < .05) and low on Individual Consideration (β = .44, p < .05) combined with high scores on the transactional facet Contingent Reward (β = -.68, p < .01) as significant predictors. The present data indicate that there is a strong component of ethical behavior embedded in both transactional and transformational leadership.

Place, publisher, year, edition, pages
Routledge , 2010. Vol. 22, no 1, 137-156 p.
National Category
Psychology
Research subject
Ledarskap under påfrestande förhållanden
Identifiers
URN: urn:nbn:se:fhs:diva-992DOI: 10.1080/08995601003644437OAI: oai:DiVA.org:fhs-992DiVA: diva2:380510
Available from: 2010-12-21 Created: 2010-12-20 Last updated: 2017-01-04Bibliographically approved

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Larsson, Gerry
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CiteExportLink to record
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Citation style
  • apa
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