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Moral leadership: A short primer on competing perspectives

In Marshall Schminke (ed.), Managerial Ethics: Managing the Psychology of Morality. Routledge. pp. 21--52 (2010)

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  1. Understanding the dynamic nexus between ethical leadership and employees’ innovative performance: the intermediating mechanism of social capital.Irfan Ullah, Bilal Mirza & Raja Mazhar Hameed - 2022 - Asian Journal of Business Ethics 11 (1):45-65.
    Research suggests that ethical leadership influences employees’ behavior and organizational functioning. Thus, the purpose of this study is to investigate the role of ethical leadership in the improvement of employees’ innovative performance. Specifically, this research developed and tested a framework about the intermediating mechanism of social capital in the relationship between ethical leadership and employees’ innovative performance. The current study integrated assumptions of social learning and social exchange theories, which postulate that the leadership has a direct effect on the employees’ (...)
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  • Relationships Among Employee Perception of Their Manager’s Behavioral Integrity, Moral Distress, and Employee Attitudes and Well-Being.David J. Prottas - 2013 - Journal of Business Ethics 113 (1):51-60.
    Hypothesized relationships among reports by employees of moral distress, their perceptions of their manager’s behavioral integrity (BI), and employee reports of job satisfaction, stress, job engagement, turnover likelihood, absenteeism, work-to-family conflict, health, and life satisfaction were tested using data from the 2008 National Study of the Changing Workforce (n = 2,679). BI was positively related to job satisfaction, job engagement, health, and life satisfaction and negatively to stress, turnover likelihood, and work-to-family conflict, while moral distress was inversely related to those (...)
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  • Taming the Emotional Dog: Moral Intuition and Ethically-Oriented Leader Development.Maxim Egorov, Armin Pircher Verdorfer & Claudia Peus - 2019 - Journal of Business Ethics 160 (3):817-834.
    Traditional approaches describe ethical decision-making of leaders as driven by conscious deliberation and analysis. Accordingly, existing approaches of ethically-oriented leader development usually focus on the promotion of deliberative ethical decision-making, based on normative knowledge and moral reasoning. Yet, a continually growing body of research indicates that a considerable part of moral functions involved in ethical decision-making is automatic and intuitive. In this article, we discuss the implications of this moral intuition approach for the domain of ethically-oriented leader development. Specifically, we (...)
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  • Thriving in times of uncertainty.Xuan Feng - unknown
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