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Ethical Behavior Matters! In a Nutshell Nowadays the pressure on companies to commit to high standards of ethical behavior increases and the latest scandals, such as the FIFA corruption affaire, increased the necessity to extend the ethical dimension on the leadership level. However, leader integrity does not only serve the external image of a company it can also increase the affective commitment of the employees and therefore the company’s performance. Further, we show that as well cultural differences can influence the affective commitment. Our Hypothesis Theory Gender Egalitarianism (GE) Social Learning Theory H2 Affective Commitment Leader Integrity H1 Hypothesis 1 Leader integrity does positively influences the affective commitment. Hypothesis 2 The positive influence of leader integrity on affective commitment is higher in low gender egalitarian countries. Results & Implication Identification with the leader and shared values increase the employees satisfaction, motivation and finally the affective commitment. The Interaction Effect Hypothesis 1 is supported Hypothesis 2 is supported A leader with integrity can act as a credible role model for his employees and higher their affective commitment. In a low GE country the influence an ethical leader can have is higher. High commitment leads to the willingness to do extra effort, increases job satisfaction and lowers the employee turnover. Individuals learn by paying attention to and imitating attitudes, values and behaviors of credible role models. Ethical leaders, who care about their employees, treat them fair and act credible are attractive role models. Therefore it is more important in low GE countries to hire a leader with integrity because the ethical behavior is not as embedded in the society as it is in high GE countries. Employees will imitate their role model more. The GLOBE Societies in Our Study Latin America South East Asia Germanic Europe Eastern Europe Middle East Latin Europe