10.5465/AMBPP.2018.142 ETHICAL LEADERSHIP AND FOLLOWER PERFORMANCE ABOVE AND BEYOND THE FULL-RANGE LEADERSHIP MODEL AND AUTHENTIC LEADERSHIP JEEWON CHO College of Business Oregon State University 378 Austin Hall, Corvallis, OR 97330 JUNG HYUN LEE University of Michigan-Dearborn YOONJUNG BAEK Kyungpook National University RAJNANDINI PILLAI California State University, San Marcos SE HYUNG OH Hanyang University Although there has been a strong awareness of, and efforts to enhance, ethical practices in the global community over the past decades, periodic corporate scandals (e.g., Wells Fargo’s fake account scandals, Volkswagen’s emissions scandals etc.) continue to remind us of how important it is for organizational leaders to understand and live up to ethical standards. Scholars, however, have grappled with the challenges of differentiating ethical leadership from similar, though distinct, morally oriented leadership approaches such as transformational and authentic leadership. Researchers have argued that ethical leadership is an inherent component of these leadership approaches, raising the prospect of potential construct redundancy (Hoch et al., 2016; Shaffer, DeGeest, & Li, 2016). Moreover, most research on ethical leadership has been conducted in Western contexts, with relatively few studies focusing on the effect of ethical leadership on follower work outcomes in non-Western contexts. As prior researchers have suggested (e.g., Mayer et al., 2012), investigating the incremental validity of a certain leadership style has significant theoretical implications because a great deal of the existing literature posits that leaders demonstrate a wide range of similar leadership behaviors as they seek to influence others (e.g., Bass & Avolio, 1994; Lin, Ma, & Johnson, 2016). Given this point, it is vital for scholars to simultaneously consider the potential confounding effects of other, similar leadership behaviors when exploring the unique effects of a specific leadership style. In addition, because different leadership styles tend to result in similar positive or negative work outcomes, identification of incremental validity supports the notion of criterion-related validity, which is critical to understand the uniqueness and unitality of the focal leadership style (Mayer et al., 2012; Ng & Feldman, 2015). Accordingly, the purpose of our study is to probe the unique effects of ethical leadership on followers’ work outcomes after controlling for the effects of various leadership styles included in the full-range leadership model (FRLM; i.e., transformational, transactional contingent reward, management by exception, and laissez-faire leadership) and authentic leadership in non-Western contexts.