Leader exemplification involves implicit and explicit claims of high moral values made by a leader. We employed a 2 × 3 experimental design with samples of 265 students in Study 1 and 142 working adults in Study 2 to examine the effects of leader exemplification (exemplification versus no exemplification) and ethical conduct (self-serving, self-sacrificial, and self-other focus) on perceived leader authenticity, trust in leader, and organizational advocacy. In Study 1, we found that exemplification produced elevated levels of perceived authenticity, trust, and advocacy in the form of employment and investment recommendations. We also showed that leader ethical conduct moderated this effect, as ratings were highest following a leader’s self-sacrificial conduct, lowest for self-serving conduct, and moderate for conduct reflecting self-other concerns. In Study 2, we replicated these findings for perceived authenticity and trust, but not organizational advocacy, which yielded mixed results. The leadership implications and future research directions are discussed.

Drawing from social exchange theory, this study proposes the effects of perceived leader narcissism on employees' voice behaviors (promotive voice and prohibitive voice) via organizational justice depending on the conditions of employees' trust in leader. Through investigating 257 employees and conducting a scenario study in China, this research shows that perceived leader narcissism is negatively related to prohibitive voice. The relationships between perceived leader narcissism and voice behaviors are moderated by trust in leader, and perceived leader narcissism is positively related to employees' voice behaviors when trust in leader is low. Results also show that organizational justice mediates the relationships between perceived leader narcissism and voice behaviors. The indirect effect of perceived leader narcissism on voice behaviors via organizational justice is moderated by trust in leader. This study has important implications for explaining the relationships between perceived leader narcissism and employees' voice behaviors and contributes to the social exchange theory by illustrating trust in the partner in exchange relationship as a boundary condition of norm reciprocity violation.

This study examines the relationship between ethical leadership and employee creativity with mediating role of trust in leader and moderating role of openness to experience. Data were collected from 205 supervisor–subordinate small textile firms across Pakistan. Confirmatory factor analysis confirmed the distinctiveness of variables used in our study. The results confirmed that ethical leadership promotes creativity at workplace, while trust in leader mediates the effect of ethical leadership on creativity. Furthermore, the results did not confirm the moderation of openness to experience on the relationship between trust in leader and employee creativity. The implications are discussed.