1、外文翻译原文ETHICALLEADERBEHAVIORANDBIGFIVEFACTORSOFPERSONALITYMATERIALSOURCEJOURNALOFBUSINESSETHICSAUTHORKARIANNEKALSHOVENDEANNENDENHARTOGANNEBELHBDEHOOGHRESEARCHSHOWSTHATPERSONALCHARACTERISTICSAFFECTLEADERSINFLUENCEANDERSONETAL,2008HOWEVER,WEDONOTYETSUFCIENTLYUNDERSTANDWHYSOMEPEOPLEINALEADERSHIPSITUATIO
2、NCHOOSETOINFLUENCEOTHERSTHROUGHETHICALBEHAVIORSMANNERWHILEOTHERSCHOOSELESSETHICALBEHAVIORSTRAITSARELIKELYTOPLAYAROLEINTHISSOFAR,HOWEVER,RESEARCHHASMAINLYFOCUSEDONCONSEQUENCESRATHERTHANTHEANTECEDENTSOFETHICALLEADERBEHAVIOR,THOUGHTHEORYDOESPREDICTINDIVIDUALDIFFERENCESWILLPLAYAROLEINETHICALLEADERSHIPBR
3、OWNANDTREVINO，2006EXPANDINGOURKNOWLEDGEOFTHEANTECEDENTSOFETHICALLEADERSHIPISCRUCIAL,BECAUSEONLYWHENSUCHANTECEDENTSAREKNOWN,ORGANIZATIONSCANPURPOSEFULLYINUENCETHESELECTION,TRAINING,ANDDEVELOPMENTOFSUCHLEADERSANDINTURNBENETFROMTHEPOSITIVEOUTCOMESOFETHICALLEADERSHIPFOREXAMPLE,IFETHICALBEHAVIORISASSOCIA
4、TEDTOSTABLETRAITS,ORGANIZATIONSMAYWISHTOMORESPECICALLYAIMTOSELECTLEADERSWHOAREHIGHONTHESETRAITSTOSTIMULATEETHICALBEHAVIORONTHEWORKPLACEPREVIOUSLITERATUREHASPROPOSEDTHATVARIOUSINDIVIDUALDIFFERENCESARELIKELYTOBEASSOCIATEDWITHETHICALLEADERSHIP,INCLUDINGLEVELOFCOGNITIVEMORALDEVELOPMENT,CONCERNFORPEOPLE,
5、RELIABILITY,ANDRESPONSIBILITYCFBASSANDSTEIDLMEIER,1999BROWNETAL,2005BROWNANDTREVINO,2006DEHOOGHANDDENHARTOG,2008TURNERETAL,2002FOREXAMPLE,DEHOOGHANDDENHARTOG2008FOUNDTHATHIGHLYSOCIALLYRESPONSIBLELEADERSAREPERCEIVEDASMOREETHICALALSO,MAYERETAL2008FOUNDTHATLEADERMORALIDENTITYISRELATEDTOETHICALLEADERSHI
6、PINTHISSTUDY,WEWILLFOCUSONTHEBIGFIVEPERSONALITYTRAITSTHEBIGFIVEAREBELIEVEDTOBEBASICUNDERLYINGTRAITDIMENSIONSOFPERSONALITYEG,GOLDBERG,1990ANDHAVEBEENRECOGNIZEDASGENETICALLYBASED,RELATIVELYSTABLE,ANDCROSSCULTUREGENERALIZABLEEG,MCCRAEANDCOSTA,1997ANOTHERARGUMENTTOFOCUSONTHEBIGFIVEISTHATINTEGRITYTESTSAR
7、ENOTCLEARLYDISTINGUISHABLEFROMTHEBIGFIVEDIMENSIONSMEASURESBECKER,1998SACKETANDWANEK,1996INTEGRITYWASFOUNDTOCORRELATECONSISTENTLYWITHCONSCIENTIOUSNESS,AGREEABLENESS,ANDEMOTIONALSTABILITYCFMARCUSETAL,2006ONESETAL,2005THESETHREETRAITSAREALSOSUGGESTEDTOBEIMPORTANTFORLEADERSTOBEPERCEIVEDASETHICALBROWNAND
8、TREVINO,2006ALTHOUGHTHREEOFTHEBIGFIVETRAITSCONSCIENTIOUSNESS,AGREEABLENESS,ANDEMOTIONALSTABILITYARETHUSMENTIONEDASPOTENTIALLYIMPORTANTANTECEDENTSOFETHICALLEADERSHIPEG,BROWNANDTREVINO,2006DEHOOGHANDDENHARTOG,2009,TOOURKNOWLEDGETHEREISONLYONEPUBLISHEDARTICLETHATHASACTUALLYTESTEDTHESERELATIONSHIPSWALUM
9、BWAANDSCHAUBROECK2009FOUNDPOSITIVERELATIONSHIPSOFCONSCIENTIOUSNESSANDAGREEABLENESSWITHETHICALLEADERSHIPHOWEVER,THEYDIDNOTNDTHEPROPOSEDRELATIONSHIPWITHEMOTIONALSTABILITYANDDIDNOTCONTROLFORTHEOTHERTWOBIGFIVETRAITSOPENNESSTOEXPERIENCEANDEXTRAVERSIONASTHEIRFINDINGSARENOTCOMPLETELYINLINEWITHTHEPROPOSITIO
10、NSINTHELITERATURE,ADDITIONALRESEARCHSEEMSWARRANTEDINADDITION,CONTROLLINGFORTHEINFLUENCEOFOPENNESSANDEXTRAVERSIONISNEEDEDANDREPLICATINGFINDINGSINANOTHERCOUNTRYANDCONTEXTWILLHELPDETERMINEWHETHERNDINGSARESTABLEANDGENERALIZABLEFINALLY,WHEREWALUMBWAANDSCHAUBROECKTAKEAUNIDIMENSIONALVIEWOFETHICALLEADERSHIP
11、,WEINCLUDEMULTIPLEBEHAVIORALDIMENSIONSOFETHICALLEADERSHIPANDCONTROLFORTHEQUALITYOFTHERELATIONSHIPBETWEENLEADERANDFOLLOWERTHEFIVEFACTORMODELANDETHICALLEADERSHIPTHEFIVEFACTORVIEWOFPERSONALITYDESCRIBESANEMERGINGCONSENSUSONTHESTRUCTUREOFPERSONALITYINFIVEMAINFACTORS,OFTENLABELEDEXTRAVERSION,AGREEABLENESS
12、,CONSCIENTIOUSNESS,EMOTIONALSTABILITY,ANDOPENNESSTOEXPERIENCEEG,COSTAANDMCCRAE,1992DIGMAN,1990GOLDBERG,1990THEBIGFIVETRAITSAREFOUNDCONSISTENTLYUSINGDIFFERENTRESEARCHMETHODSANDHAVEBEENRECOGNIZEDASGENETICALLYBASED,STABLE,ANDCROSSCULTUREGENERALIZABLEEG,COSTAANDMCCRAE,1988DIGMANANDSHMELYOV,1996MCCRAEAND
13、COSTA,1997THEFIVEFACTORMODELPROVIDESACOMPREHENSIVETHEORETICALFRAMEWORKFORCOMPARINGEMPIRICALNDINGSAMONGRESEARCHERSHEREWEAIMTOTESTHOWTHEBIGFIVERELATETOETHICALLEADERSHIPSOFARRESEARCHONTHEBIGFIVEPERSONALITYTRAITSANDETHICALLEADERSHIPHASBEENVERYLIMITEDASMENTIONED,WALUMBWAANDSCHAUBROECKTESTEDTHERELATIONSHI
14、PSOFTHREEOFTHEVETRAITSWITHOVERALLETHICALLEADERSHIPANDFOUNDPOSITIVECORRELATIONSFORAGREEABLENESSANDCONSCIENTIOUSNESSBUTNOTFOREMOTIONALSTABILITYFOREXAMPLE,SACKETANDWANEK1996REPORTTHATINTEGRITYTESTSCORRELATEWITHCONSCIENTIOUSNESS,AGREEABLENESS,ANDEMOTIONALSTABILITYALSO,MAYERETAL2007FOUNDTHATAGREEABLENESS
15、,CONSCIENTIOUSNESS,ANDNEUROTICISMWERETHETHREEMOSTIMPORTANTLEADERTRAITSFORCREATINGAJUSTICECLIMATEBELOW,WEFOCUSONTHETHREETRAITSFORWHICHSTRONGTHEORETICALLINKAGESWITHETHICALLEADERBEHAVIORSEXISTCONSCIENTIOUSNESS,AGREEABLENESS,ANDEMOTIONALSTABILITYANDINTHETWOSTUDIESWEALSOINCLUDEANDCONTROLFORTHETWOREMAININ
16、GBIGFIVETRAITSEXTRAVERSIONANDOPENNESSCONSCIENTIOUSNESSTHETRAITCONSCIENTIOUSNESSCONSISTSOFTWOMAINFACETS,NAMELY,DEPENDABILITYREECTINGBEINGTHOROUGH,DUTIFUL,RESPONSIBLE,ANDORGANIZED,ANDACHIEVEMENTREPRESENTINGTHECAPACITYTOWORKHARDANDMEETCHALLENGESDIGMAN,1990MCCRAEANDCOSTA,1987MOUNTANDBARRICK,1995HIGHLYCO
17、NSCIENTIOUSINDIVIDUALSTENDTOTHINKCAREFULLYBEFOREACTINGANDADHERECLOSELYTOTHEIRMORALOBLIGATIONSANDPERCEIVEDRESPONSIBILITIESCOSTAANDMCCRAE,1992THISISRELEVANTFORLEADERSTOBEPERCEIVEDASETHICALETHICALLEADERSBEHAVECONSISTENTLY,SETCLEARGUIDELINESFORAPPROPRIATEBEHAVIORANDCLARIFYWHATISEXPECTEDOFEMPLOYEESANDTHU
18、SCONSCIENTIOUSNESSISEXPECTEDTOBEPOSITIVELYRELATEDTOETHICALLEADERSHIPBROWNETAL,2005DEHOOGHANDDENHARTOG,2008BYACTINGDUTIFULLYTHEMSELVESLEADERSHIGHONCONSCIENTIOUSNESSARELIKELYTOBESEENASROLEMODELSOFAPPROPRIATEBEHAVIORTHISISINLINEWITHTHESOCIALLEARNINGFRAMEWORKBROWNETAL2005APPLIEDTOETHICALLEADERSHIPALSO,C
19、ONSCIENTIOUSNESSREECTSTHETENDENCYTOADHERETOCODESOFCONDUCTANDFOLLOWPROTOCOLSANDPOLICIESCOSTAETAL,1991INDOINGSO,LEADERSHIGHONCONSCIENTIOUSNESSARELIKELYTOFOLLOWTHERULESANDWORKTRANSPARENTLYINADDITION,HIGHLYCONSCIENTIOUSINDIVIDUALSPREFERPERSONALRESPONSIBILITYWITTETAL,2002THISCOMBINATIONOFMODELINGRESPONSI
20、BILITYANDBEINGTRANSPARENTISLIKELYTOTRANSLATEINLEADERSCAREFULATTENTIONTOCLARIFYINGRESPONSIBILITIESANDDEMANDSSOTHATEMPLOYEESUNDERSTANDWHATGOESONANDKNOWWHATISEXPECTEDOFTHEMCONSCIENTIOUSNESSINDIVIDUALSSEESHARINGRELEVANTINFORMATIONWITHOTHERSASPARTOFTHEIRDUTYMAYERETAL,2007INLINEWITHTHIS,SHEPPARDANDLEWICKI
21、1987FOUNDTHATLEADERSHIGHONCONSCIENTIOUSNESSAREMOREEXPECTEDTOCOMMUNICATEIMPORTANTINFORMATIONTOTHEIREMPLOYEESTHUS,CONSCIENTIOUSNESSISLIKELYTOBEPOSITIVELYRELATEDTOTHEDIMENSIONROLECLARICATIONAGREEABLENESSAGREEABLENESSREFLECTSTHETENDENCIESTOBEKIND,GENTLE,TRUSTING,HONEST,ALTRUISTIC,ANDWARMGOLDBERG,1990MCC
22、RAEANDCOSTA,1987LEADERSHIGHONAGREEABLENESSDEALWITHMAINTENANCEOFSOCIALRELATIONSJENSENCAMPBELLANDGRAZIANO,2001ALSO,THEYARESENSITIVETOTHENEEDSOFSUBORDINATESETHICALLEADERSAREDESCRIBEDASCARING,ALTRUISTIC,ANDCONCERNEDABOUTTHEWELFAREOFEMPLOYEES,ANDTHEREFORE,AGREEABLENESSISEXPECTEDTORELATEPOSITIVELYTOETHICA
23、LLEADERSHIPKANUNGO,2001TREVINOETAL,2003AGREEABLEINDIVIDUALSAREDESCRIBEDASCARINGANDEMPHATICTOOTHERSTHISSUGGESTSLEADERSHIGHONAGREEABLENESSARELIKELYTOTREATEMPLOYEESINAFAIRANDRESPECTFULMANNERANDTOATTEMPTTONOTOFFENDTHEMADDITIONALSUPPORTFORTHELINKBETWEENAGREEABLENESSANDFAIRNESSRELATESTOTHESTRAIGHTFORWARDN
24、ESSELEMENTOFAGREEABLENESSMCCRAEANDCOSTA,1987STRAIGHTFORWARDNESSREECTSBEINGHONEST,SINCERE,ANDTRUTHFULINDEALINGWITHOTHERSCOSTAETAL,1991,WHICHIMPLIESBEHAVINGFAIRLYALSO,BEINGSTRAIGHTFORWARDANDTRUSTINGASALEADERMAKESITEASIERTODELEGATEANDSHARESENSITIVEINFORMATION,WHICHMEANSTHATAGREEABLEINDIVIDUALSASLEADERS
25、MAYBEMORELIKELYTOSHARETHEIRPOWERALSO,LEADERSHIGHONAGREEABLENESSAREEXPECTEDTOPROVIDEJUSTICATIONSTOSUBORDINATESABOUTDECISIONMAKING,BECAUSEOFTHEIRSYMPATHETICANDSENSITIVECHARACTERISTICSMAYERETAL,2007THISAGAINSUGGESTSALINKWITHPOWERSHARINGEMOTIONALSTABILITYEMOTIONALSTABILITYFORMSTHEOPPOSITEOFNEUROTICISM,W
26、HICHISBEINGANXIOUS,UNSTABLE,STRESSED,ANDIMPULSIVEINGENERAL,NEUROTICPEOPLEARELESSLIKELYTOBEPERCEIVEDASLEADERSHOGANETAL,1994INTHEIRMETAANALYSIS,JUDGEETAL2002AFOUNDNEUROTICISMTOBENEGATIVELYRELATEDTOLEADERSHIPEMERGENCELEADERSHIGHONNEUROTICISMAREANXIOUS,DEPRESSED,STRESSED,ANDMOODYMCCRAEANDCOSTA,1987,ANDT
27、HUSSUCHLEADERSARELESSLIKELYTOBESEENASROLEMODELSBONOANDJUDGE,2004INADDITION,JUDGEETAL2002BFOUNDTHATNEUROTICISMISRELATEDTOLOWERSELFESTEEMANDSELFEFCACYSOCIALLEARNINGTHEORYCFBANDURA,1986SUGGESTSTHATINDIVIDUALSWITHLOWSELFESTEEMANDSELFEFFICACYHAVELOWCONDENCEINTHEIROWNABILITIESAND,THEREFORE,ARELESSLIKELYTO
28、BEPERCEIVEDASROLEMODELSANDLESSABLETOGUIDEOTHERSASROLEMODELINGOFAPPROPRIATEBEHAVIORSISANIMPORTANTELEMENTOFETHICALLEADERSHIPEGBROWNETAL,2005TREVINOETAL,2003,ANEGATIVERELATIONSHIPWITHNEUROTICISMISEXPECTEDLOWSELFEFCACYISALSORELATEDTOTHEUSEOFCOERCIVEPOWERGOODSTADTANDKIPNIS,1970,RATHERTHANALLOWINGOTHERSIN
29、PUTANDVOICEALLOWINGVOICEANDPOWERSHARINGAREASPECTSOFETHICALLEADERSHIP,ANDWETHUSEXPECTANEGATIVERELATIONSHIPBETWEENPOWERSHARINGANDNEUROTICISMANEGATIVERELATIONBETWEENNEUROTICISMANDROLECLARICATIONISALSOEXPECTEDASNEUROTICINDIVIDUALSARELESSLIKELYTOPROVIDERELEVANTINFORMATIONTOOTHERSNEUROTICINDIVIDUALSAREEXP
30、ECTEDTOONLYSHAREINFORMATIONTHATISEASYTOSHAREORWHICHISLESSEMOTIONALLYSTIMULATINGMAYERETAL,2007THISIMPLIESNEUROTICLEADERSARELESSLIKELYTOCOMMUNICATEOPENLYANDHONESTLYABOUTTHEIREXPECTATIONSOFSUBORDINATESIE,ROLECLARICATIONCONCLUSIONTOCONCLUDE,THISSTUDYCONTRIBUTESTOTHEELDBYTESTINGTHERELATIONSHIPSBETWEENTHE
31、BIGFIVEPERSONALITYTRAITSANDETHICALLEADERSHIPOURSTUDYSUGGESTSANESPECIALLYIMPORTANTROLEFORBOTHCONSCIENTIOUSNESSANDAGREEABLENESSINTHISREALMITHASPOTENTIALPRACTICALIMPLICATIONSFORSELECTIONBYIDENTIFYINGLEADERPERSONALITYTRAITSTHATARERELATEDTOETHICALLEADERBEHAVIORSORGANIZATIONSCANSELECTLEADERSTHATARELIKELYT
32、OBEHAVESOMEWHATMOREFAIRLY,SHAREPOWERANDCLARIFYROLESBASEDONTHEIRPERSONALITYPROLESSELECTINGANDDEVELOPINGMANAGERSWHOBEHAVEETHICALLYATWORKISIMPORTANTASETHICALMISCONDUCTCANBECOSTLYANDDAMAGETHEREPUTATIONOFBOTHLEADERSANDORGANIZATIONSINSTRUMENTSMEASURINGTHEBIGFIVEAREOFTENUSEDINSELECTIONCURRENTMEASURESOFINTE
33、GRITYARESENSITIVETOFAKINGRIEKEANDGUESTELLO,1995ANDORGANIZATIONSAREAFRAIDTHATAPPLICANTSWILLREACTNEGATIVELYTOINTEGRITYTESTSRESULTINGINADAMAGEDORGANIZATIONREPUTATIONSACKETANDWANEK,1996MOREOVER,INTEGRITYTESTSARENOTCLEARLYDISTINGUISHABLEFROMTHEBIGFIVEDIMENSIONSMEASURESSACKETANDWANEK,1996BECKER1998ARGUEST
34、HATINTEGRITYTESTSACTUALLYMEASURECONSCIENTIOUSNESSINALL,OURRESULTSPOINTTOTHEPOTENTIALIMPORTANCEOFUNDERSTANDINGBETTERTHEROLEOFINDIVIDUALDIFFERENCESANDESPECIALLYCONSCIENTIOUSNESS,AGREEABLENESSANDEMOTIONALSTABILITYINETHICALLEADERSHIPISHIGHLYRELEVANT译文道德领导行为和5大人格特质因素资料来源JOURNALOFBUSINESSETHICS作者KARIANNEK
35、ALSHOVENDEANNENDENHARTOGANNEBELHBDEHOOGH研究表明，个人特征会影响领导者影响力（ANDERSON等人，2008年）。然而，我们还不充分理解为什么一些人在领导情景里影响的选择通过合乎他人道德行为方式而另一些人则选择不合乎道德的行为。人格特质在这里可能发挥着作用。然而，到目前为止，研究主要集中在结果，而不是的道德领导行为的前因，即使理论可以个性差异并在道德领导上起到作用（布朗和TREVINO，2006）。扩大我们对道德领导前因的知识是至关重要的，因为只有这些前因被知道，组织才能够有目的地的选拔、培训和发展这一类的领导，这样又可以反过来受益那些积极的道德领导的结
36、果。例如，如果道德行为与稳定特质有关，组织可能希望在更明确目的的基础上选择领导人，他们的这些特质能够在工作的地方刺激他们的道德行为。过去的文献曾经提出过多方面的个体差异很可能与道德领导相关，包括水平的认知道德发展，包括人的关心、可靠性和责任性（巴斯和STEIDLMEIER，1999；布朗等人，2005；布朗和TREVINO2006；DEHOOGH和DENHARTOG（2008）；TURNER等人，2002）。尽管许多所提出的关系没有被检查，但是初步研究表明了有趣的结果。例如，DEHOOGH和DENHARTOG（2008）发现高度社会责任感的领导人认为更合乎道德的。同时，MAYER等人（2008
37、）领袖的道德身份与道德领导相关。在这个研究中，我们会专注于“五大”人格特质。“大五”被认为是基本的潜在的人格特质的尺度（例如，歌德堡，1990），也被认为是基础基因、相对的稳定、跨文化的普遍性（如MCCRAE和科斯塔，1997）。研究表明稳定的个性差异在相关专业（有效）的领导风格是确实存在的（例如，JUDGE和波诺，2000；JUDGE等，2002年）。另一个争论集中在完整测试的大五是不能清楚辨别五大文化维度的措施（贝克，1998，SACKET和WANEK，1996）。诚信被发现与责任感，随和性，情绪稳定性相符合（马卡斯等，2006；ONES等，2005）。这三种特质还是被建议成为对于领导人重
38、要的特质将被认为合乎道德的（布朗和TREVINO2006）。虽然“五大”特质中的三个特质（责任感、宜人性和情绪稳定性）也提到的潜在的前因的道德领导（例如，布朗和TREVINO2006；DEHOOGH和DENHARTOG，2008），据我们所知，实际上只有一篇出版文章已经测试了这些关系。WALUMBWA和SCHAUBROECK（2009）发现对于道德领导责任感与随和性是有积极关系的。然而，他们没有找到提出与情绪稳定性关系的人，并没有控制五大人格特质中其他两种（开放性和外向性）。虽然他们的发现在文献上并不是很完全符合这个命题，额外的研究似乎更有保障。此外，需要控制开放性和外向性的影响系统并且复制发
39、现在另一个国家和语境将会帮助决定发现是否具有稳定性和普遍性。最终，在WALUMBWA和SCHAUBROECK对道德领导采取一维的观点上，我们包括道德领导的多样行为维度与控制领导者和追随者两者的优质关系。五因素模型和道德领导从人格的五因素角度描述了一个对于人格结构的五大因素新兴的共识，经常标记外向性、宜人性、责任感，情绪稳定性，以及开放的经验（例如，科斯塔和MCCRAE，1992；DIGMAN，1990；歌德堡，1990）。五大特质，被发现一直采用不同研究方法和已经被公认的基础基因、稳定性、跨文化的普遍性（例如，科斯塔和MCCRAE，1988；DIGMAN和SHMELYOV，1996；MCCRA
40、E科斯塔，1997）。五因素模型，提供了一个完整的理论框架来比较证实研究者的发现。在这里，我们旨在测试“五大”因素与合乎道德的领导。到目前为止，研究在五大人格特质与道德领导方面也是非常有限的了。就像是提到的，WALUMBWA和SCHAUBROECK测试五因素中的三个因素与道德领导整体性的关系并发现正相关的是宜人性和责任感的人而不是情绪稳定性差的人。相关研究也表明道德领导和责任感、宜人性，可能的情绪稳定性具有积极的关系。下面，我们把注意力集中在强有力的三个特征理论联系到道德领导行为存在（责任感、宜人性，情绪稳定性差的人），在这两项研究中，我们也包括和控制了五大因素中的剩下的两项（外向性和开放性）
41、。责任感责任感这个特质包括两个主要的方面，即彻底的反映可靠性、孝顺的、负责任的、和有组织的，和代表成就能力的努力工作并迎接挑战（DIGMAN1990；MCCRAE1987；科斯塔安装和巴力克，1995）。高度有责任心的个趋向于在做事之前仔细思考和严格按照他们的道德义务和责任感知（科斯塔和MCCRAE，1992）。这是把有关领导人看作是合乎道德的。有道德的领导人行为一致，设立明确的行为指导方针和阐明对员工的期望是什么，这样的责任感预计与道德领导呈正相关（布朗等人，2005；DEHOOGH和DENHARTOG，2008）。随和性随和性反映出善良的倾向、温柔、信任、诚实、无私、和暖和的（歌德堡，19
42、90；MCCRAE和科斯塔1987）。随和性较高的领导人会处理维护社会发展关系（JENSENCAMPBELL和GRAZIANO，2001）。同时，他们对于下属的需求很敏感。道德领导被描述为有爱心、无私、关心员工福利，因此，随和性预计与道德领导呈积极的关系（KANUNGO，2001；TREVINO等，2003）。情绪稳定性情绪稳定性形成的反面为神经质，它表现为紧张，不稳定，有压力的，冲动。一般来说，神经质的人不太可能被作为领导（HOGAN等，1995）。在他们的荟萃分析里，JUDGE等人发现神经质人格特质与领导能力的出现呈负相关。神经质高的领导人表现为焦虑、沮丧，紧张，又情绪化（MCCRAE和科
43、斯塔，1987年），因此这种领袖是不太可能被视为榜样（波诺和JUDGE，2004）。另外，JUDGE等人还发现神经质的人与低自尊和低自我效能感相关。社会学习理论（CF班杜拉，1986）表明个人低自尊、低自我效能感、对自己的能力信心很低，因此，不能作为榜样也不能领导别人。作为合理的行为方式的角色模型对于道德领导是一个重要的元素（例如，布朗等，2005；TREVINO等，2003），与神经质的负相关被期待着。结论最后，本研究对于这个领域的贡献通过测试“五大“人格特质和道德领导的关系。我们的研究在责任感和随和性这两个方面作为一个重要的角色。它通过对人格领导特质与道德领导行为的关系的选择具有实际的潜在
44、作用。组织可能选择那些表现公正，分享权力，明确基于他们个人档案的角色作为领导人。选择和开发经理的道德行为是很重要的，因为领导的不当行为代价是很高的，也会破坏领导和组织两者的名誉。五大人格特质常被选择作为测量工具，完整的通用测量对于模拟是很敏感的（RIEKE和GUESTELLO，1995），组织担心申请人的行为可能会有消极的影响，导致完整的测试受到损坏会影响组织的名声（SACKET和WANEK，1996）。此外，完整的测试不能清楚的区分五大文化维度措施（SACKET和WANEK，1996）。贝克尔（1998）认为完整的测试不能测量实际的责任感。总之，我们的研究结果指出更好的理解个性差异的潜能是很重要的，特别是责任感，随和性和情绪稳定性与道德领导呈高度正相关。
