Evaluating the link between values and ethical leadership behaviour with attention given to the moderating effect of person-organization fit

Abstract

Given the emergence of unethical leaders in both the civilian and military sectors over the years, it is imperative that research investigate the nature of ethical leadership behaviour. This study contributes to research on exploring the antecedents of ethical leadership behaviour, specifically the values of benevolence, universalism, achievement, and conformity, the values congruence of person-organization fit (P-O Fit), as well as the interaction between the aforementioned variables. Using a sample of military personnel, leaders matched with their followers, these relationships were evaluated. The sample was split into one-to-one ratio (1:1) for hierarchical moderated regression, and nested for multilevel modelling. Values and P-O Fit, both self-reported by leaders, were evaluated as predictors of ethical leadership behaviour, as rated by followers. The main effect of P-O Fit was found to be positively and significantly associated to ethical leadership behaviour. Leaders who self-report P-O Fit are rated favourably on their ethical leadership behaviour. Conformity (dual item) produced a significant interaction effect with P-O Fit. Simple slopes revealed that self-reported high P-O Fit improves the relationship between conformity and ethical leadership behaviour. Leaders who feel their values are congruent with those of the organization foster a synergistic environment across values of conformity. Followers are influenced by this congruence and behaviour which leads to favourable ratings of ethical leadership behaviour.