Responsible leadership and role modeling proactive behavior

We tested these hypotheses in an experimental study (N = 259) and a two-stage survey (N = 328). Study 1 used a between-subjects scenario design with a 2 (responsible leadership: responsible vs. non-responsible) × 3 (responsible leadership attributions: substantive vs. symbolic vs. non-manipulated) design. Participants who were sales employees were randomly assigned to an experimental scenario, where responsible leadership and leader attributions were manipulated, and then evaluations of responsible leadership (admiration and hypocrisy) were measured. In Study 2, we tested the full model using a two-stage survey of 328 full-time employees. At Time 1, employees completed questionnaires measuring responsible leadership, substantive attributions, symbolic attributions, leader identification, and demographic characteristics. At Time 2, they reported evaluations of their leaders and subsequent followership responses, including leader admiration, leader hypocrisy, and role modeling proactive behavior.