Ethical Leadership Can Have Negative Consequences, Baylor University Researchers SayOctober 11, 20184 min read
Coupled with stress, ethical leadership can lead to employee deviance and turnover
Ethical leadership is a good thing, right?
Certainly, management experts say. But ethical leadership can have negative consequences, too, according to new research from management faculty in Baylor University’s Hankamer School of Business.
A 2018 Baylor study published in the Journal of Business Ethics reveals that ethical leadership compounded by job-hindrance stress and supervisor-induced stress can lead to employee deviance and turnover. The research reflects the thoughts of 609 employees who were surveyed across two studies.
“If someone is an ethical leader but induces stress, our research shows that his or her employees will feel less support,” said lead author Matthew Quade, Ph.D., assistant professor of management. “Thus, employees who do not feel supported are more likely to consider leaving their jobs or engage in workplace deviance – things like coming in late to work, daydreaming, not following instructions or failing to be as productive as they could be.”
Quade said that ethical leadership is a good thing and often beneficial in terms of employee resources. An example would be a trusted supervisor who listens to her employees and has her employees’ best interests in mind.
The trouble comes, he said, when supervisor-induced stress or job-hindrance stress enters the picture.
“When those stressors are added, there is a depletion of resources,” Quade explained. “Many of the gains or benefits from ethical leadership are negated.”
What does stress-inducing ethical leadership look like?
Quade said it could be as simple as supervisors setting expectations too high or, in the interest of “following all the rules,” not allowing for any deviation from a process, even if a shortcut, still within the bounds of behaving ethically, would deliver a desired result.
The researchers wrote: “Ethical leadership can be an exacting process of sustaining high ethical standards, ensuring careful practice and enforcement of all rules and meeting leaders’ lofty expectations, all of which can consume time and energy and be perceived by employees as overly demanding or an obstacle to job performance.”
As part of the study, those surveyed were asked to what extent they agreed or disagreed with the following statements:
- My supervisor makes it so that I have to go through a lot of red tape to get my job done.
- Working with my supervisor makes it hard to understand what is expected of me.
- I receive conflicting requests from my supervisor.
- My supervisor creates many hassles to go through to get projects/assignments done.
- Working with him/her thwarts my personal growth and well-being.
- In general, I feel that my supervisor hinders my personal accomplishment.
- I feel that my supervisor constrains my achievement of personal goals and development.
Quade said his team in no way wants to discourage ethical leadership. Research consistently shows such leadership is very beneficial, he said. But this new research shows that there are boundaries to those benefits.
“This places quite an onus on appropriately managing the stress that comes from the leader and the job, in efforts to most fully realize the potential of ethical leadership,” the researchers wrote.
The study listed some tips and takeaways for organizations and leaders. They include:
- Strike a balance between promoting ethical behavior and providing resources to help employees meet those standards.
- Encourage employees in word and deed by reducing ambiguity in ethical dilemmas that might otherwise drain resources.
- Model fair and ethical behavior.
- Communicate efficient methods to meet standards and reduce unnecessary steps or procedures.
- Equip and train leaders to balance the demands of leading ethically while not overburdening their employees.
ABOUT THE STUDY
“Boundary Conditions of Ethical Leadership: Exploring Supervisor-Induced and Job Hindrance Stress as Potential Inhibitors” is published in the Journal of Business Ethics. Study authors are Baylor University Hankamer School of Business faculty members Matthew Quade, Ph.D., assistant professor of management; Sara Perry, Ph.D., assistant professor of management; and Emily Hunter, Ph.D., associate professor of management.
ABOUT BAYLOR UNIVERSITY
Baylor University is a private Christian University and a nationally ranked research institution. The University provides a vibrant campus community for more than 17,000 students by blending interdisciplinary research with an international reputation for educational excellence and a faculty commitment to teaching and scholarship. Chartered in 1845 by the Republic of Texas through the efforts of Baptist pioneers, Baylor is the oldest continually operating University in Texas. Located in Waco, Baylor welcomes students from all 50 states and more than 80 countries to study a broad range of degrees among its 12 nationally recognized academic divisions.
ABOUT HANKAMER SCHOOL OF BUSINESS
Baylor University’s Hankamer School of Business provides a rigorous academic experience, consisting of classroom and hands-on learning, guided by Christian commitment and a global perspective. Recognized nationally for several programs, including Entrepreneurship and Accounting, the school offers 24 undergraduate and 13 graduate areas of study. Visit www.baylor.edu/businessand follow on Twitter at twitter.com/Baylor_Business.
Matt Quade, Ph.D. Assistant Professor of Management
Dr. Quade’s research focuses on behavioral ethics in the workplace, both ethical and unethical behavior, as well as ethical leadership.
Sara Perry, Ph.D. Assistant Professor - Management
Dr. Perry conducts research in management-related topics, including negotiation, employee stress and health, innovation and leadership.
Emily Hunter, Ph.D. Associate Professor of Management, Hankamer School of Business
Negotiation and conflict management expert, revolutionizing the fundamentals of workplace psychology