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  1. Analyzing Leadership Attributes in Faith-Based Organizations: Idealism Versus Reality.Krystin Zigan, YingFei Héliot & Alan Le Grys - 2019 - Journal of Business Ethics 170 (4):743-757.
    This paper aims to contribute to the growing discussion about leadership in the contemporary Church of England with a particular interest in the complex interaction between social context and leadership practices. Implicit leadership theory is used to explore mutual expectations around distributed models of lay and ordained leadership as well as ‘ordinary’ members’ of congregation. Applying a qualitative research method, we conducted 32 semi-structured interviews in 6 Church of England parishes. Through the systematic analysis of relevant contextual factors at multiple (...)
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  • The Detrimental Effects of Ethical Incongruence in Teams: An Interactionist Perspective of Ethical Fit on Relationship Conflict and Information Sharing.Natalie J. Shin, Jonathan C. Ziegert & Miriam Muethel - 2022 - Journal of Business Ethics 179 (1):259-272.
    Building from an interactionist view of ethics, this study sought to integrate individual and contextual factors for understanding ethical perceptions in teams. Given the proximal nature of team members, this study specifically explored how individuals comparatively evaluate their own ethical behaviors and team members’ ethical behaviors to arrive at a perception of ethical person–group fit within a team. Grounding our theoretical arguments in relational schemas theory, we demonstrate that interpersonal ethical perceptions can have distal impacts on perceptions of team functioning. (...)
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  • How Ethical Leadership Prompts Employees’ Voice Behavior? The Roles of Employees’ Affective Commitment and Moral Disengagement.Jin Cheng, Xin Sun, Jinting Lu & Yuqing He - 2022 - Frontiers in Psychology 12.
    Previous literature has demonstrated that ethical leadership could predict employees’ voice behavior. However, it’s not clear how to heighten these positive effects of ethical leadership on employees’ voice behavior. Building on the AET and moral disengagement studies, we developed an integrated model. A three-wave field study investigated the relationship between ethical leadership and voice behavior by focusing on the mediating role of employees’ affective commitment and the moderating role of employees’ moral disengagement. Our matched data analysis results indicated that: employees’ (...)
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