The interplay between ethical leadership and supervisor organizational embodiment on organizational identification and extra-role performance

This research shows the importance of supervisor organizational embodiment (SOE) for relationship between ethical leadership and identification. Drawing on social identity model leadership, we propose that leaders promote identification subsequently extra-role performance only when employees perceive their leader shares values norms organization. In a two-wave study multi-source study, our findings suggest benefits consequently are dependent high levels SOE; it is low, does not foster identification, rendering SOE necessary condition this relationship. Further, stability effects using multiple designs strengthens robustness findings. Theoretical practical implications discussed.