Hostname: page-component-78c5997874-8bhkd Total loading time: 0 Render date: 2024-11-20T05:44:16.379Z Has data issue: false hasContentIssue false
  • English
  • Français

Leadership, Moral Development, and Citizenship Behavior

Published online by Cambridge University Press:  23 January 2015

Jill W. Graham
Get access Rights & Permissions [Opens in a new window]

Abstract:

This paper suggests that different styles of leadership arouse different sorts of normative motivation among followers, and these diverse motivational sources in turn are associated with different forms of participant contribution to organizational success. Three interrelated clusters of leadership styles, normative motivation of followers, and organizational citizenship behavior are described. Leadership that appeals exclusively to followers’ self-interests is associated with preconventional moral development and dependable task performance. Leadership styles focusing on interpersonal relationships and social networks are associated with followers’ conventional moral development and work group collaboration. Transforming leadership that both models and nurtures servant leadership abilities is associated with post-conventional moral development and responsible participation in organizational governance.

Type
Articles
Information
Business Ethics Quarterly , Volume 5 , Issue 1 , January 1995 , pp. 43 - 54
Copyright
Copyright © Society for Business Ethics 1995

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Avolio, B. J., & Bass, B. M. (1988). Transformational Leadership, Charisma, and Beyond. In Hunt, J. G., Baliga, B. R., Dachler, H. P. & Schriesheim, C. A. (Eds.), Emerging Leadership Vistas, 29–49. Lexington, MA: Lexington Books.Google Scholar
Bass, B. M. (1988). Evolving Perspectives on Charismatic Leadership. In Conger, J. A., Kanungo, R. N., & Associates (Eds.), Charismatic Leadership: The Elusive Factor in Organizational Effectiveness, 40–77. San Francisco: Jossey-Bass.Google Scholar
Bass, B. M. (1985). Leadership and Performance: Beyond Expectations. New York: Free Press.Google Scholar
Bateman, T. S., & Organ, D. W. (1983). Job Satisfaction and the Good Soldier: The Relationship Between Affect and ‘Citizenship.’ Academy of Management Journal, 26(4), 587–595.CrossRefGoogle Scholar
Burns, J. M. (1978). Leadership. New York: Harper and Row.Google Scholar
Conger, J. A., & Kanungo, R. N. (1987). Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings. Academy of Management Journal, 12(4), 637–647.Google Scholar
Conger, J. A., Kanungo, R. N., & Associates. (1988). Charismatic Leadership: The Elusive Factor in Organizational Effectiveness. San Francisco: Jossey-Bass.Google Scholar
Dansereau, F., Graen, G., & Haga, W. J. (1975). A Vertical Dyad Linkage Approach to Leadership in Formal Organizations. Organizational Behavior and Human Performance, 13, 46–78.Google Scholar
Drake, B., & Baasten, M. (1990). Facilitating Moral Dialogue and Debate: A New Leadership Dimension. Paper presented at the Western Academy of Management, Shizuoka, Japan, June.Google Scholar
Farh, J-L., Podsakoff, P. M., & Organ, D. W. (1990). Accounting for Organizational Citizenship Behavior: Leader Fairness and Task Scope versus Satisfaction. Journal of Management, 16(4), 705–721.CrossRefGoogle Scholar
Gilligan, C. (1982). In a Different Voice: Psychological Theory and Women’s Development. Cambridge, MA: Harvard University Press.Google Scholar
Graham, J. W. (1991a). An Essay on Organizational Citizenship Behavior. Employee Responsibilities and Rights Journal, 4(4), 249–270.Google Scholar
Graham, J. W. (1986). Organizational Citizenship Informed by Political Theory. Paper presented at the Annual Meeting of the Academy of Management, Chicago, IL, August.Google Scholar
Graham, J. W. (1991b). Servant-leadership in Organizations: Inspirational and Moral. Leadership Quarterly 2(2), 105–119.Google Scholar
Graham, J. W. (1988). Transformational Leadership: Fostering Follower Autonomy, not Automatic Followership. In Hunt, J. G., Baliga, B. R., Dachler, H. P., & Schriesheim, C. A. (Eds.), Emerging Leadership Vistas, 73–79. Lexington, MA: Lexington Books.Google Scholar
Greenleaf, R. K. (1978). The Leadership Crisis: A Message for College and University Faculty. Indianapolis, IN: The Robert K. Greenleaf Center.Google Scholar
Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. New York: Paulist Press.Google Scholar
House, R. J. (1977). A 1976 Theory of Charismatic Leadership. In Hunt, J. G., & Larson, L. L. (Eds.), Leadership: The Cutting Edge, 189–207. Carbondale: Southern Illinois University Press.Google Scholar
House, R. J. (1971). A Path-Goal Theory of Leader Effectiveness. Administrative Science Quarterly, 16, 321–338.Google Scholar
Howell, J. M. (1988). Two Faces of Charisma: Socialized and Personalized Leadership in Organizations. In Conger, J. A., Kanungo, R. N., & Associates (Eds.), Charismatic Leadership: The Elusive Factor in Organizational Effectiveness, 213–236. San Francisco: Jossey-Bass.Google Scholar
Howell, J. M., & Avolio, B. J. (1992). The Ethics of Charismatic Leadership: Submission or Liberation? Academy of Management Executive 6(2), 43–54.Google Scholar
Inkeles, A. (1969). Participant Citizenship in Six Developing Countries. American Political Science Review, 63(4), 1120–1141.Google Scholar
Janis, I. L. (1972). Victims of Groupthink: A Psychological Study of Foreign-Policy Decisions and Fiascoes. Boston: Houghton Mifflin.Google Scholar
Katz, D. (1964). The Motivational Basis of Organizational Behavior. Behavioral Science, 9, 131–146.Google Scholar
Katz, D., & Kahn, R. L. (1978). The Social Psychology of Organizations, 2nd ed., New York: John Wiley & Sons.Google Scholar
Kohlberg, L. (1976). Moral Stages and Moralization: The Cognitive-Developmental Approach. In Lickona, T. (Ed.), Moral Development and Behavior. New York: Holt, Rinehart & Winston.Google Scholar
Kohlberg, L. (1969). Stage and Sequence: The Cognitive-Developmental Approach to Socialization. In Goslin, D. (Ed.), Handbook of Socialization Theory and Research, 347–480. Chicago: Rand McNally.Google Scholar
Kohn, A. (1986). No Contest: The Case Against Competition. Boston: Houghton Mifflin.Google Scholar
Organ, D. W. (1988). Organizational Citizenship Behavior: The ‘Good Soldier’ Syndrome. Lexington, MA: Lexington Books.Google Scholar
Organ, D. W. (1990). The Motivational Basis of Organizational Citizenship Behavior. In Staw, B. M. & Cummings, L. L. (Eds.), Research in Organizational Behavior, 12: 43–72. Greenwich, CT: JAI Press.Google Scholar
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational Leader Behaviors and Their Effects on Followers’ Trust in Leader, Satisfaction, and Organizational Citizenship Behaviors. Leadership Quarterly, 1(2), 107–142.Google Scholar
Rawls, J. (1971). A Theory of Justice. Cambridge, MA: Harvard University Press.Google Scholar
Selznick, P. (1957). Leadership in Administration. New York: Harper & Row.Google Scholar
Simon, H. A. (1952). Inducements and Incentives in Bureaucracy. In Merton, R. K.Gray, A. P.Hockey, B. & Selven, H. C. (Eds.), Reader in Bureaucracy, 327–333. Glencoe: The Free Press.Google Scholar
Sims, H. P. (1977). The Leader as a Manager of Reinforcement Contingencies: An Empirical Example and a Model. In Hunt, J. G. and Larson, L. L. (Eds.), Leadership: The Cutting Edge, 121–137. Carbondale, IL: Southern Illinois University Press.Google Scholar
Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational Citizenship Behavior: Its Nature and Antecedents. Journal of Applied Psychology, 68(4), 653–663.Google Scholar
Stogdill, R., & Coons, A. F. (1957). Leader Behavior: Its Description and Measurement. Monograph 88, Bureau of Business Research, Ohio State University.Google Scholar