FN ISI Export Format VR 1.0 PT J TI Ethical leadership and follower organizational deviance: The moderating role of follower moral attentiveness AF van Gils, Suzanne Van Quaquebeke, Niels van Knippenberg, Daan van Dijke, Marius De Cremer, David AU van Gils, S Van Quaquebeke, N van Knippenberg, D van Dijke, M De Cremer, D SO The Leadership Quarterly SN 1048-9843 VL 26 BP 190 EP 203 PY 2015 AB The literature on ethical leadership has focused primarily on the way ethical leaders influence follower moral judgment and behavior. It has overlooked that follower responses to ethical leaders may differ depending on the attention they pay to the moral aspects of leadership. In the present research, we introduce moral attentiveness as an important moderator for the relationship between ethical leadership and unethical employee behavior. In a multisource field study (N = 90), we confirm our hypothesis that morally attentive followers respond with more deviance to unethical leaders. An experimental study (N = 96) replicates the finding. Our paper extends the current leader-focused literature by examining how follower moral attentiveness determines the response of followers to ethical or unethical leadership. DI 10.1016/j.leaqua.2014.08.005 ER