This paper brings empirical and theoretical studies of ethical leadership into conversation with one another in an effort to determine the antecedent(s) to perceived ethical leadership. Employing a Levinasian perspective, I argue that ethical leadership entails being faced with the impossible task of realizing the needs of many individual others. For this reason, I argue, perceived ethical leadership is grounded in an employee’s perception that a leader struggles to make decisions based on the conflicting demands placed upon her. More important than the result of a leader’s decision is the degree to which the leader demonstrates concern for the well-being of others in her decision-making process. I ground my discussion through reference to results of empirical studies on behaviors associated with ethical leadership, including Brown, Treviño, and Harrison (2005), Kalshoven, Den Hartog, and De Hoogh (2011a), and Treviño, Hartman, and Brown (2000). I identify several mediating factors which may influence employee perception of ethical leadership, proposing avenues for further research which can help to clarify the relationship between concrete leadership behaviors and perceived ethical leadership.

中文翻译：

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表现出的关注对感知道德领导力的影响：莱维纳斯的方法

本文将道德领导的实证和理论研究引入彼此的对话中，以确定感知道德领导的前因。运用莱维纳斯的观点，我认为道德领导需要面对实现许多其他人的需求这一不可能的任务。出于这个原因，我认为，感知到的道德领导力是基于员工的看法，即领导者难以根据对她提出的相互冲突的要求做出决定。比领导者决策的结果更重要的是领导者在其决策过程中表现出对他人福祉的关注程度。我通过参考与道德领导相关的行为的实证研究结果进行讨论，包括布朗、特雷维尼奥、和 Harrison (2005)、Kalshoven、Den Hartog 和 De Hoogh (2011a)，以及 Treviño、Hartman 和 Brown (2000)。我确定了几个可能影响员工对道德领导的看法的中介因素，提出了进一步研究的途径，以帮助澄清具体的领导行为与感知的道德领导之间的关系。