Impact of aversive leadership on followers’ moral disengagement

Abstract

This study investigated the impact of aversive leadership in the teaching staff of private schools on the subordinates’ moral engagement with the and moderation of proactive personality. Convenient sampling was used and data were collected cross-sectionally using the quantitative technique. A total of 350 samples is undertaken in the study with a response rate of 71%. The study found aversive leadership to be positively affecting subordinates’ moral disengagement as they might consider their leaders’ aversive behavior as an excuse for their immorality. However, moderation of proactive personalities was found to be insignificant as proactive might need a conducive environment or proper training to show up with their proactive behavior. Also, proactive employees are whistleblowers. They might lose their job or put their job in danger of being proactive.