Transformational and transactional leadership behaviors and ethical perceptions: the effects of sensory processing sensitivity

Abstract

PurposeSensory processing sensitivity (SPS) is a trait that affects people's thinking and behavior. People who are higher in SPS are more sensitive to internal and environmental stimuli. The present study examined the effects of transformational and transactional leadership behaviors on follower ethical cognition and perception and the role that follower SPS plays in that process.Design/methodology/approachParticipants read vignettes in which their leader was described as transformational or transactional. Participants then qualitatively answered a series of four emails asking questions about an ethical problem. Then they completed measures of ethical perceptions and SPS. Qualitative data were content coded to evaluate ethical cognition.FindingsResults indicated that people higher in SPS had lower ethical perceptions than people lower in SPS when their leader was transactional. However, when their leader was transformational, people higher in SPS had higher ethical perceptions than people lower in SPS. Results suggest that a match between a follower's SPS and a leader's behaviors can influence followers' ethical perceptions. Findings suggest that organizational leader and management development interventions should encourage leaders to use transformational behaviors to improve followers' ethical perceptions.Originality/valuePrevious research has examined the effects of transformational and transactional leadership on many outcomes for followers, including ethical attitudes and behaviors. The present study contributes to this literature by examining the effects of transformational and transactional leadership behaviors on ethical cognition and perceptions.

Transformational leadership style and psychological safety to meaningful work: moderating role customer incivility

“…Intellectual stimulation occurs when a leader inspires followers to reframe an old issue and come up with a solution, rather than defending unfounded claims (Jia et al, 2018;Moin et al, 2020;Nguyen et al, 2022). The fifth characteristic of TFL is personal recognition, involving rewards such as praise and appreciation for achieving specific goals (Rafferty and Griffin, 2004;Stenmark, 2023).…”

“…, 2022). The fifth characteristic of TFL is personal recognition, involving rewards such as praise and appreciation for achieving specific goals (Rafferty and Griffin, 2004; Stenmark, 2023).…”