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Leadership and Ethical Justice Behavior in a High Moral Intensity Operational Context

The present study explores the relationship between moral behavior in a high moral intensity context and leadership behavior in Norwegian naval officer cadets (N = 82). Peer ratings of leadership behavior were used as predictor variables, and ethical justice behavior, defined as the disclosure of sensitive information in a demanding prisoner-of-war exercise, was used as an outcome measure. A hierarchical regression analysis revealed that transactional leadership explained 19% of the variance in ethical justice behavior, whereas transformational leadership did not augment this effect. However, in a model including all facets of the full range of leadership model, 25% of the variance in leaders' ethical justice behaviors was accounted for, with high scores on the transformational facet of Intellectual Stimulation (β = −.45, p < .05) and low on Individual Consideration (β = .44, p < .05) combined with high scores on the transactional facet Contingent Reward (β = −.68, p < .01) as significant predictors. The present data indicate that there is a strong component of ethical behavior embedded in both transactional and transformational leadership.