Leader Effects on Follower Toxic Behavior
Abstract
Toxic behavior is a threat to mission readiness. The authors described and tested a psychological process in which ethical leadership influences subordinate toxic behavior indirectly through coworker toxic behavior. In a study of 235 active duty military personnel, they found evidence of a conditional, indirect model. The results revealed a complex picture of how individual differences in conscientiousness affect responses to ethical leadership and coworker toxic behavior. At stage one of the mediation, the relationship of ethical leadership with coworker toxic behavior was stronger among personnel high rather than low in conscientiousness. At stage two of the mediation, the relationship of coworker toxic behavior with individual toxic behavior was stronger among personnel low rather than high in conscientiousness. However, the impact of conscientiousness on the overall indirect effect of ethical leadership on individual toxic behavior through coworker toxic behavior was such that the relationship was greater among personnel high rather than low in conscientiousness. These results reinforce the importance of commanders making explicit efforts to embrace and model ethical leadership.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jan 01, 2003
- Accession Number
- AD1070136
Entities
People
- Amanda Palmer
- Lars Johnson
- Lawrence A. Witt
Organizations
- University of Houston