This research has some limitations that should be noted. First, the data in this research were collected only at one time period while there were many questions that should be answered by the respondents. Beside that, the data were also self-reported. There was possibility that the data had been affected by common method variance (Podsakoff et al., 2003). To control for common method variance, researcher can separate the measurement of the predictor and criterion variables (Podsakoff et al., 2003). One of the ways to separate the measurement is by introducing a time lag between the measurement for both the predictor and criterion variables. Thus, to avoid the problem of common method variance, future research might collect the data at two time periods (Podsakoff et al., 2003). The respondents who fill out the data in the second time must be the same respondents as in the first time. For example, respondents may fill out the questionnaire measuring predictor variables at the first time of data collection, then fill out the questionnaire measuring criterion variables at the second time of data collection. Second, the sample of this research was limited to only one field
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of profession and only from specific region in Indonesia which is Jakarta.
Subsequently, the results cannot be generalized to other profession and another country or several regions in Indonesia. Thus, future research should examine the research model in other profession and other regions in Indonesia that the result could be used universally.
This study found that ethical leadership had an important and meaningful impact on morally courageous voice behavior. This finding, however, may not attest to the unique effect of ethical leadership beyond the contribution of other related leadership constructs (e.g., transformational leadership and authentic leadership). Also, leaders’ individual characteristics such as agreeableness, conscientiousness, and moral identity have been directly or indirectly related to followers’ behavioral outcomes (e.g., Mayer et al. 2012; Walumbwa and Schaubroeck 2009). Furthermore, the partial mediation of psychological safety and felt obligation for constructive change in the ethical leadership–moral voice relationship suggests the possibility of additional mediating routes through which ethical leadership fosters followers’ moral voice. Future research may enhance the internal validity of our findings by including some of these variables, thereby more accurately evaluating the contribution of ethical leadership to employee ethical performance.
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APPENDICES
Figure 1. Research Model
Figure 2. Direct Effect
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Figure 3. Mediating Effect
Figure 4. Mediating Effect
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Figure 5. Full Hypothesized Model
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LIST OF TABLE
Table 1. Demographic details of respondents.
Description % of respondents
Gender
Male 63%
Female 37%
Age
19-23 30%
24-28 44%
29-33 13%
34-38 5%
>38 8%
Education
SMA/Sederajat 7%
D1/D2/D3 3%
S1 76%
S2 14%
Experience
3 months - 1 year 21%
2 year - 4 years 46%
5 years - 7 years 13%
> 7 years 20%
Job Position
Staff 48%
Supervisor 27%
Manager 25%
Division
Accounting 28%
Audit 17%
Finance 13%
Human Resource 11%
Marketing 22%
Taxation 9%
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Table 2. Descriptive statistics and correlations
Mean SD EL PS FOCC MV
Ethical Leadership (EL) 3.960 0.893 0.900
Psychological Safety (PS) 3.991 0.823 0.662* 0.743 Felt Obligation for
Constructive Change (FOCC)
3.761 0.937 0.687* 0.718
Moral Voice (MV) 3.831 0.765 0.250* 0.485* 0.747 Elements in diagobal position (bold) represent the cronbach’s alpha of each variable
*Significant at p < 0.01
Table 3. Reliability and convergent validity.
Instruments Loading
Ethical Leadership (AVE = 0.532; CR = 0.918; CA = 0.900)
EL 1 (0.733)
EL 2 (0.784)
EL 3 (0.783)
EL 4 (0.652)
EL 5 (0.819)
EL 6 (0.609)
EL 7 (0.605)
EL 8 (0.857)
EL 9 (0.781)
EL 10 (0.616)
Psychological Safety (AVE = 0.548; CR = 0.827; CA = 0.718)
PS 1 (0.806)
PS 2 (0.815)
PS 3 (0.731)
PS 4 (0.586)
Felt Obligation for Constructive Change (AVE = 0.569;
CR = 0.839; CA = 0.743)
FOCC 1 (0.780)
FOCC 3 (0.753)
FOCC 4 (0.836)
FOCC 5 (0.633)
Moral Voice (AVE = 0.676; CR = 0.859; CA = 0.747)
MV 1 (0.895)
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MV 2 (0.920)
MV 3 (0.616)
Table 4. Discriminant Validity
EL PS FOCC MV
Ethical Leadership (EL) (0.730)
Psychological Safety (PS) 0.576* (0.754) Felt Obligation for Constructive Change
(FOCC) 0.640* 0.534*
(0.740)
Moral Voice (MV) 0.490* 0.509* 0.619* (0.822)
Diagonal element: square root of AVE; off-diagonal: correlation between constructs.
*Significant at p < 0.01
Table 5. PLS result
Variable
Path to Psychological
Safety
Felt Obligation for Constructive
Change
Moral Voice Direct
Ethical Leadership (EL) 0.522*
R2 0.272
Mediating
Ethical Leadership (EL) 0.667* 0.278*
Psychological Safety (PS) 0.387*
R2 0.444 0.363
Ethical Leadership (EL) 0.688* 0.306*
Felt Obligation for Constructive
Change (FOCC) 0.312*
R2 0.473 0.323
Full Model
Ethical Leadership (EL) 0.662* 0.687* 0.091*
Psychological Safety (PS) 0.452*
Felt Obligation for Constructive
Change (FOCC) 0.205*
R2 0.439 0.472 0.435
* Significant at p < 0.01
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Table 6. VAF (Variance Accounted For)
Description Calculation
Indirect Effect (EL-PS-MV) 0.667 x 0.387 0.258
Direct Effect (EL-MV) 0.522
Total Effect 0.780
VAF for EL-PS-MV 0.258 / 0.780 0.330
Indirect Effect (EL-FOCC-MV) 0.688 x 0.312 0.214
Direct Effect (EL-MV) 0.522
Total Effect 0.736
VAF for EL-FOCC-MV 0.214 / 0.736 0.290
Measurement Scales
Ethical Leadership, based on Brown et al (2005) 1. Listens to what employees have to say.
2. Disciplines employees who violate ethical standards.
3. Conducts his/her personal life in an ethical manner.
4. Has the best interest of employees in mind.
5. Makes fair and balanced decisions.
6. Can be trusted.
7. Discusses business ethics or values with employees.
8. Sets an example of how to do things the right way in terms of ethics.
9. Defines success not just by results but also the way that they are obtained.
10. When making decisions, asks “what is the right thing to do?”