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Although much is written about the effects of ethical leadership on follower moral behavior and job performance, research on the subjective experience of being a follower of an moral leader is scarce. In the current study, we explore how extremely high levels of ethical leadership can induce stress, and how this interacts with moral identity. In Study 1 (N=212) we show through a vignette design that ethical leadership has a curvilinear relationship with job stress, such that job stress is at its lowest point at moderate levels of ethical leadership, while low and extremely high levels of ethical leadership correspond to higher job stress. Moreover, the effect of ethical leadership interacted with moral identity, such that the effect was stronger for those low in moral identity. In Study 2 (N=184) we replicated this effect in a field study, confirming that the curvilinear pattern from Study 1 is particularly pronounced among those low in moral identity. Implications for research on job stress and insights on the differences in findings between the studies are discussed. [ABSTRACT FROM AUTHOR]

Despite wide consensus that leader vision is a key vehicle for leaders to motive followers to support change, it remains far from clear what characterizes an effective vision of change. We build on the social identity approach of change, which asserts that followers resist change because changes poses a threat to their organizational identity, an important basis of their self-definition and self- uncertainty reduction. Accordingly, we hypothesize that a vision of change which assures followers that the essence of the organizational identity remains unchanged will instill in followers a sense of collective continuity - the sense that the organizational identity will remain visible over time - which will generate support for change to the extent that follower self-uncertainty is high. Across one experimental study and one field study we found support for these hypotheses. [ABSTRACT FROM AUTHOR]

Addressing the recent debate on corporate social performance (CSP) credibility, our study seeks to provide a differentiated understanding of CSP advertisement effects on organizational attractiveness in job seekers. We reasoned that due to job seekers' limited knowledge on CSP and the company of interest, secondary information on the company's CEO may affect the association of CSP advertisement in job announcements with perceived company integrity. We further hypothesized perceived company integrity to mediate the effect on organizational attractiveness. Results of a 2×2 between subject experimental study (N = 360), supported our hypotheses. The role of company integrity is discussed with regards to research and practical implications. [ABSTRACT FROM AUTHOR]