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ETHICAL LEADERSHIP AND LEADER EFFECTIVENESS: THE ROLES OF MACHIAVELLIANISM, NARCISSISM, AND ETHICAL CONTEXT by SARAH E. STRANG (Under the Direction of Karl W. Kuhnert) ABSTRACT The purpose of this study is to empirically investigate Machiavellianism and narcissism as antecedents of ethical leadership and leader effectiveness; in addition the role of ethical context in these relationships is examined. Although no significant effects are found for Machiavellianism, significant effects are found for narcissism when moderated by ethical context on both leader effectiveness and ethical leadership. Findings suggest that the negative direct effect of narcissism may become more salient in an ethical context; on the other hand, perceptions of the effectiveness and ethical leadership of narcissistic leaders may actually be improved in the presence of an unethical context. Implications for both researchers and practitioners are discussed. INDEX WORDS: Ethics, Leadership, Effectiveness, Organization, Ethical Context, Machiavellianism, Narcissism ETHICAL LEADERSHIP AND LEADER EFFECTIVENESS: THE ROLES OF MACHIAVELLIANISM, NARCISSISM, AND ETHICAL CONTEXT By SARAH E. STRANG B.S., The University of Georgia, 2004 M.S., The University of Georgia, 2006 A Dissertation Submitted to the Graduate Faculty of The University of Georgia in Partial Fulfillment of the Requirements for the Degree DOCTOR OF PHILOSOPHY ATHENS, GEORGIA 2008 © 2008 Sarah E. Strang All Rights Reserved ETHICAL LEADERSHIP AND LEADER EFFECTIVENESS: THE ROLES OF MACHIAVELLIANISM, NARCISSISM, AND ETHICAL CONTEXT By SARAH E. STRANG Major Professor: Karl W. Kuhnert Committee: W. Keith Campbell Brian Hoffman Wendy Ruona Electronic Version Approved: Maureen Grasso Dean of the Graduate School The University of Georgia May 2008
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