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  1. Supervisors’ Value Orientations and Ethics: A Cross-National Analysis.Chung-wen Chen, Hsiu-Huei Yu, Kristine Velasquez Tuliao, Aditya Simha & Yi-Ying Chang - 2019 - Journal of Business Ethics 170 (1):167-180.
    In this study, we used the framework of institutional anomie theory The future of anomie theory, Northeastern University Press, Boston, 1997) to examine the relationship between supervisors’ ethics and their personal value orientation, including achievement and pecuniary materialism. We further investigated whether these individual-level associations were moderated by societal factors consisting of income inequality, government efficiency, foreign competition, and technological advancement. Hierarchical linear modeling was used to analyze data of 16,464 supervisors from 42 nations obtained from the 2010–2014 wave of (...)
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  • Employee Entitlement, Engagement, and Performance: The Moderating Effect of Ethical Leadership.Toby Joplin, Rebecca L. Greenbaum, J. Craig Wallace & Bryan D. Edwards - 2019 - Journal of Business Ethics 168 (4):813-826.
    Drawing on theoretical arguments from the psychology discipline, we investigate the implications of employee entitlement in organizational settings. Specifically, we utilize workplace engagement theory to suggest that due to their skewed sense of deservingness, employees high in entitlement are less likely to experience workplace engagement. Furthermore, the negative relationship between employee entitlement and workplace engagement is strengthened when ethical leadership is low, yet mitigated when ethical leadership is high. Finally, we predict that under conditions of low ethical leadership, reductions in (...)
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  • Linguistic Markers of CEO Hubris.Vita Akstinaite, Graham Robinson & Eugene Sadler-Smith - 2020 - Journal of Business Ethics 167 (4):687-705.
    This article explores the link between CEOs’ language and hubristic leadership. It is based on the precepts that leaders’ linguistic utterances provide insights into their personality and behaviours; hubris is associated with unethical and potentially destructive leadership behaviours; if it is possible to identify linguistic markers of CEO hubris then these could serve as early warnings sign and help to mitigate the associated risks. Using computational linguistics, we analysed spoken utterances from a sample of hubristic CEOs and compared them with (...)
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  • Supervisor-Subordinate (Dis)Agreement on Ethical Leadership: An Investigation of its Antecedents and Relationship to Organizational Deviance.Maribeth Kuenzi, Michael E. Brown, David M. Mayer & Manuela Priesemuth - 2019 - Business Ethics Quarterly 29 (1):25-53.
    ABSTRACT:We examine supervisor-subordinate agreement regarding perceptions of the supervisor’s ethical leadership and its relationship to organizational deviance. We find that, on average, supervisors rate themselves more favorably on ethical leadership compared to how followers rate them. In addition, polynomial regression results reveal that unit-level organizational deviance is higher when there is agreement about lower levels of ethical leadership, and disagreement when supervisors rate themselves higher on ethical leadership than subordinates’ ratings of the supervisors. Finally, drawing on social influence theories, we (...)
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  • How Leaders Restrict Employees’ Deviance: An Integrative Framework of Interactional Justice and Ethical Leadership.Jinsong Li, Haoding Wang, Yahua Cai & Zhijun Chen - 2022 - Frontiers in Psychology 13.
    Past research illustrated that leaders could restrict followers’ deviance by reinforcing social norms of appropriate behaviors. Nevertheless, we submit that this understanding is incomplete without considering the effects of leaders on followers’ self-sanctions given that most undesirable behaviors are controlled internally. This research argues that interactional justice is an effective strategy for leaders to enhance followers’ self-sanctions. Leaders’ interactional justice provides personalized information and dyadic treatment that indirectly reduce employees’ deviance by restraining followers’ moral disengagement. Besides, this study examines the (...)
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  • Economy and Supervisors’ Ethical Values: Exploring the Mediating Role of Noneconomic Institutions in a Cross-National Test of Institutional Anomie Theory.Kristine Velasquez Tuliao & Chung-wen Chen - 2019 - Journal of Business Ethics 156 (3):823-838.
    This study examined the direct influence of national economic condition, as well as the indirect effects through the strength of noneconomic institutions on supervisors’ ethical reasoning using the institutional anomie theory developed by Messner and Rosenfeld :1393–1416, 2001). Utilizing data of 20,025 supervisors across 52 countries, the analyses showed that high disparity in the economic distribution directly and indirectly leads to unethical values. High economic inequality in a country resulted in high tendency of supervisors to justify unethical acts. In addition, (...)
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  • Moral Recognition for Workplace Offenses Underlies the Punitive Responses of Managers: A Functional Theoretical Approach to Morality and Punishment.Matthew L. Stanley, Christopher B. Neck & Christopher P. Neck - forthcoming - Ethics and Behavior:1-24.
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  • Factors Influencing Public Health Nurses’ Ethical Sensitivity During the Pandemic.Hyeji Seo & Kisook Kim - 2022 - Nursing Ethics 29 (4):858-871.
    Background Ethical sensitivity is a prerequisite for ethical nursing practices. Efforts to improve nurses’ ethical sensitivity are required to correctly recognise ethical conflicts and for sound decision-making. Because an emerging infectious disease response involves complex ethical issues, it is important to understand the factors that influence public health nurses’ ethical sensitivity while caring for patients with COVID-19, an emerging infectious disease. Objectives This study aims to identify the relationship between nursing professionalism, the organisation’s ethical climate, and the ethical sensitivity of (...)
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  • Does Ethical Leadership Motivate Followers to Participate in Delivering Compassion?Pablo Zoghbi-Manrique-de-Lara & Mercedes Viera-Armas - 2019 - Journal of Business Ethics 154 (1):195-210.
    Little is known about whether followers who perceive ethical leadership are more easily moved to act compassionately with peers. This study hypothesizes four compassionate feelings as mediators of the relationship between ethical leadership and interpersonal citizenship behavior directed at peers: empathic concern or an other-oriented emotional response elicited by and congruent with the perceived welfare of a peer in need; mindfulness, a state of consciousness in which attention is focused on present-moment phenomena; kindness, understanding the pain or suffering of peers; (...)
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  • Just the Right Amount of Ethics Inspires Creativity: A Cross-Level Investigation of Ethical Leadership, Intrinsic Motivation, and Employee Creativity.Jie Feng, Yucheng Zhang, Xinmei Liu, Long Zhang & Xiao Han - 2018 - Journal of Business Ethics 153 (3):645-658.
    Based on ideology-infused psychological contract theory and cognitive evaluation theory, this study investigated the curvilinear relationship between ethical leadership and employee creativity. A curvilinear mediation model was proposed to explain the impact of ethical leadership on creativity, using employee intrinsic motivation as the mediator. Applying a two wave sampling design that consist 258 employees and their leaders, we found that employee creativity improved as ethical leadership increased from low to moderate levels. However, the employee creativity improvement was attenuated when ethical (...)
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  • Characteristics and Trends in Unethical Pro-Organizational Behavior Research in Business and Management: A Bibliometric Analysis.Zhihong Li - 2022 - Frontiers in Psychology 13.
    Unethical pro-organizational behavior is one of the core factors that affect organizational development. Although enterprises and researchers have done a lot of work, a quantitative and systematic assessment of unethical pro-organizational behavior research is still lacking, this review conducts a bibliometric analysis to describe the characteristics and trends of unethical pro-organizational behavior research in business and management, such as publication trend analysis, co-citation analysis, keywords co-occurrence analysis, and citation burst analysis. The results show that 89 articles and 4,523 references from (...)
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  • Feel Good, Do-Good!? On Consistency and Compensation in Moral Self-Regulation.Anne Joosten, Marius van Dijke, Alain Van Hiel & David De Cremer - 2014 - Journal of Business Ethics 123 (1):1-14.
    Studies in the behavioral ethics and moral psychology traditions have begun to reveal the important roles of self-related processes that underlie moral behavior. Unfortunately, this research has resulted in two distinct and opposing streams of findings that are usually referred to as moral consistency and moral compensation. Moral consistency research shows that a salient self-concept as a moral person promotes moral behavior. Conversely, moral compensation research reveals that a salient self-concept as an immoral person promotes moral behavior. This study’s aim (...)
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  • Being “in Control” May Make You Lose Control: The Role of Self-Regulation in Unethical Leadership Behavior.Anne Joosten, Marius van Dijke, Alain Van Hiel & David De Cremer - 2014 - Journal of Business Ethics 121 (1):1-14.
    In the present article, we argue that the constant pressure that leaders face may limit the willpower required to behave according to ethical norms and standards and may therefore lead to unethical behavior. Drawing upon the ego depletion and moral self-regulation literatures, we examined whether self-regulatory depletion that is contingent upon the moral identity of leaders may promote unethical leadership behavior. A laboratory experiment and a multisource field study revealed that regulatory resource depletion promotes unethical leader behaviors among leaders who (...)
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  • Clarifying the Mediating Effect of Ethical Climate on the Relationship Between Ethical Leadership and Workplace Bullying.Maria Inés Pinto & Carla Freire - 2022 - Ethics and Behavior 32 (6):498-509.
    ABSTRACT The purpose of this research is to examine ethical climate as a mediator iin the relationship between ethical leadership and workplace bullying. An online questionnaire was answered by 223 Portuguese employees, who had worked for at least 6 consecutive months at the same organization. Results support the mediating role of ethical climate on the relationship between ethical leadership and bullying at work, suggesting that ethical leaders can contribute to the minimization of bullying through their impact on ethical climate and (...)
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  • Justice Climate and Workgroup Outcomes: The Role of Coworker Fair Behavior and Workgroup Structure.Maureen L. Ambrose, Darryl B. Rice & David M. Mayer - 2019 - Journal of Business Ethics 172 (1):1-21.
    Research on justice climate demonstrates a consistent effect on workgroup outcomes such as job satisfaction, commitment, and performance. However, little research considers how justice climate affects these outcomes and when the relationship is stronger or weaker. In an effort to extend the literature on justice climate, we draw on research on other types of organizational climate to suggest justice climate influences the fair behavior of coworkers. Specifically, we propose fair coworker behavior mediates the relationship between justice climate and outcomes. Further, (...)
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  • Does the Ethical Leadership of Supervisors Generate Internal Social Capital?David Pastoriza & Miguel A. Ariño - 2013 - Journal of Business Ethics 118 (1):1-12.
    Ethics has recently gained prominence in debates surrounding social capital creation. Despite the significant theoretical progress in this field, it still lacks empirical research. The goal of this study is to empirically explore the ethical leadership of supervisors as an antecedent of the firm’s social capital. We build on social learning theory to argue that employees can learn standards of appropriate behavior by observing the behavior of role models. By displaying and enforcing ethical behavior, supervisors can facilitate the process through (...)
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  • Modeling Character: Servant Leaders, Incivility and Patient Outcomes.Mitchell J. Neubert, Emily M. Hunter & Remy C. Tolentino - 2021 - Journal of Business Ethics 178 (1):261-278.
    Persistent and pervasive rudeness and lack of respect are unfortunately common in workplaces today. The deleterious effects of this incivility at work may be even worse than previously demonstrated, impacting not only employee victims but also trickling down to those who employees contact. However, we propose that leaders who prioritize their followers’ needs above their own, also known as servant leaders, may be a critical preventative mechanism to reduce group-level incivility through promoting a virtuous climate. Applying social learning theory and (...)
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  • Linking Ethical Leadership to Employee Burnout, Workplace Deviance and Performance: Testing the Mediating Roles of Trust in Leader and Surface Acting.Shenjiang Mo & Junqi Shi - 2017 - Journal of Business Ethics 144 (2):293-303.
    This study empirically investigated the impact of ethical leadership on employee burnout, deviant behavior and task performance through two psychological mechanisms: developing higher levels of employee trust in leaders and demonstrating lower levels of surface acting toward their leaders. Our theoretical model was tested using data collected from employees of a pharmaceutical retail chain company. Analyses of multisource time-lagged data from 45 team leaders and 247 employees showed that employees’ trust in leaders and surface acting significantly mediated the relationships between (...)
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  • Corporate Social Responsibility, Ethical Leadership, and Trust Propensity: A Multi-Experience Model of Perceived Ethical Climate.S. Duane Hansen, Benjamin B. Dunford, Bradley J. Alge & Christine L. Jackson - 2016 - Journal of Business Ethics 137 (4):649-662.
    Existing research on the formation of employee ethical climate perceptions focuses mainly on organization characteristics as antecedents, and although other constructs have been considered, these constructs have typically been studied in isolation. Thus, our understanding of the context in which ethical climate perceptions develop is incomplete. To address this limitation, we build upon the work of Rupp to develop and test a multi-experience model of ethical climate which links aspects of the corporate social responsibility, ethics, justice, and trust literatures and (...)
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  • Implicit Morality Theories: Employees’ Beliefs About the Malleability of Moral Character Shape Their Workplace Behaviors.Zhiyu Feng, Fong Keng-Highberger, Hu Li & Krishna Savani - forthcoming - Journal of Business Ethics:1-24.
    Implicit morality theories refer to people’s beliefs about whether individuals’ moral character is fixed or malleable. Drawing on the social cognitive theory of morality, we examine the relationship between employees’ implicit morality theories and their organizational citizenship behaviors toward coworkers and coworker-directed deviance through a moral self-regulatory mechanism. A laboratory experiment, an online experiment, and a multi-wave, multi-source field survey found that the more employees held a fixed belief about morality, the lower their sense of moral control, especially when their (...)
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  • Cross‐National Assessment of the Effects of Income Level, Socialization Process, and Social Conditions on Employees’ Ethics.Kristine Velasquez Tuliao, Chung‐wen Chen & Ying‐Jung Yeh - 2020 - Business Ethics: A European Review 29 (2):333-347.
    Business Ethics: A European Review, EarlyView.
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  • When Deeds Speak, Words Are Nothing: A Study of Ethical Leadership in Colombia.Iliana Páez & Elvira Salgado - 2016 - Business Ethics: A European Review 25 (4):538-555.
    Using a sample of 124 managers and 248 subordinates, this study examines the mediating effect of subordinates’ job satisfaction in the relationship between ethical leadership and subordinate organizational citizenship and counter-productive work behaviour in the Colombian context. We additionally analyse the effect of ethical leadership on subordinates’ perception of leaders’ performance. Factor analyses of the ethical leadership scale revealed two factors, ethical person and ethical guidance, which were differentially associated to the outcomes. We offer an explanation from three cultural dimensions (...)
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  • Keeping Teams Together: How Ethical Leadership Moderates the Effects of Performance on Team Efficacy and Social Integration.Sean R. Martin, Kyle J. Emich, Elizabeth J. McClean & Col Todd Woodruff - 2022 - Journal of Business Ethics 176 (1):127-139.
    Prior research has demonstrated a strong relationship between team performance and team members’ team efficacy beliefs and perceptions of social integration. Performing well increases the feelings of collective ability that comprise team efficacy and the feelings of psychological connectedness that make up social integration, while performing poorly erodes them. In this article, we draw from the social cognitive base of ethical leadership theory to argue that ethical leadership moderates the relationship between team performance and team efficacy beliefs, and between team (...)
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  • Effects of Organizational Embeddedness on Unethical Pro-Organizational Behavior: Roles of Perceived Status and Ethical Leadership.Junghyun Lee, Se-Hyung Oh & Sanghee Park - 2022 - Journal of Business Ethics 176 (1):111-125.
    This study examines why individuals who are deeply embedded in the organization may engage in unethical pro-organizational behavior. Drawing from social identity theory and self-affirmation theory, we propose that deeply embedded employees may engage in UPB as a way of promoting or maintaining their status in the organization. We further propose that this positive relationship between organizational embeddedness and UPB, mediated through status perceptions, is stronger for employees working under managers who display low levels of ethical leadership. Using data gathered (...)
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  • The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective. [REVIEW]M. Guerci, Giovanni Radaelli, Elena Siletti, Stefano Cirella & A. B. Rami Shani - 2015 - Journal of Business Ethics 126 (2):1-18.
    The increasing challenges faced by organizations have led to numerous studies examining human resource management (HRM) practices, organizational ethical climates and sustainability. Despite this, little has been done to explore the possible relationships between these three topics. This study, based on a probabilistic sample of 6,000 employees from six European countries, analyses how HRM practices with the aim of developing organizational ethics influence the benevolent, principled and egoistic ethical climates that exist within organizations, while also investigating the possible moderating role (...)
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  • Why is Crafting the Job Associated with Less Prosocial Reactions and More Social Undermining? The Role of Feelings of Relative Deprivation and Zero-Sum Mindset.Yanan Dong, Limei Zhang, Hai-Jiang Wang & Jing Jiang - forthcoming - Journal of Business Ethics:1-16.
    Employees frequently engage in job crafting to better match their jobs with their personal abilities and skills. Compared with its benefits, the potential detrimental consequences of job crafting have received less attention from researchers. Drawing on relative deprivation theory, we examined employees’ potential negative reactions to coworkers’ job crafting. We proposed that coworkers’ job crafting is positively related to employees’ feelings of relative deprivation, thus reducing prosocial behaviors and giving rise to social undermining. We further argued that employees’ zero-sum mindset (...)
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  • Angels and Devils?: How Do Benevolent and Authoritarian Leaders Differ in Shaping Ethical Climate Via Justice Perceptions Across Cultures?Lale Gumusluoglu, Zahide Karakitapoğlu‐Aygün & Changya Hu - 2020 - Business Ethics: A European Review 29 (2):388-402.
    Business Ethics: A European Review, EarlyView.
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  • Does Integrity Matter for CSR Practice in Organizations? The Mediating Role of Transformational Leadership.José M. C. Veríssimo & Teresa M. C. Lacerda - 2015 - Business Ethics: A European Review 24 (1):34-51.
    Scholars have long debated whether leader's integrity affects managerial decision making with respect to social responsibility. In this paper, we propose a model in which transformational leadership mediates integrity and corporate social responsibility and examine the relationship between these concepts. A survey of 170 senior managers from 50 organizations was conducted. Results indicate that integrity is a predictor of transformational leadership behavior and that transformational leaders’ behaviors are linked to CSR practices. It was also found that leaders rated with higher (...)
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  • Managerial Ethical Leadership, Ethical Climate and Employee Ethical Behavior: Does Moral Attentiveness Matter?Fadi Abdel Muniem Abdel Fattah, Rafael Morales-Sánchez, Pablo Ruiz-Palomino & Hussam Al Halbusi - 2021 - Ethics and Behavior 31 (8):604-627.
    ABSTRACT Ethical leaders can influence followers’ ethical behaviors by establishing an ethical climate. However, followers’ responses to an ethical climate may also differ according to the amount of attention they devote to moral questions. This study analyzes whether moral attentiveness augments the positive effect of an ethical climate on employees’ ethical behaviors, as well as the indirect effect of ethical leadership on employee ethical behavior through an ethical climate. Data from 270 employees in the Malaysian manufacturing industry indicate that the (...)
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  • Multi‐Source Research Designs on Ethical Leadership: A Literature Review.Anabela Magalhães, Nuno Rebelo dos Santos & Leonor Pais - 2019 - Business and Society Review 124 (3):345-364.
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  • Ethical Decision-Making: Learning From Prominent Leaders in Not-for-Profit Organisations.Marie Stephenson - 2017 - Dissertation, University of Worcester
    Ethically questionable leader conduct continues to garner headlines. It has prompted the leadership field to renew their focus on research regarding the ethical dimensions of leadership. Empirical emphases have focused on understanding negative leader behaviour, with the typical leadership study reliant upon positivist approaches. I critique these studies as not having produced meaningful, practicable or wholly relevant insights regarding the challenges and support mechanisms required to lead ethically. Few studies have in fact examined leadership in not-for-profit organisations where decisions might (...)
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  • Ethical and Unethical Leadership: A Cross-Cultural and Cross-Sectoral Analysis.Silke Astrid Eisenbeiß & Felix Brodbeck - 2014 - Journal of Business Ethics 122 (2):1-17.
    Current literature on ethical leadership and unethical leadership reflects a Western-based private sector perspective, pointing toward a compliance-oriented understanding of ethical and unethical leadership. As today’s executives increasingly have to ethically lead across different cultures and sectors, it becomes vitally important to develop a more holistic picture how ethical and unethical leadership is perceived in the Western and Eastern cultural cluster and the private and the public/social sector. Addressing this issue, the present study aims to identify cross-cultural and cross-sectoral commonalities (...)
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  • Development, Validity and Reliability Testing the Swedish Ethical Climate Questionnaire.Catarina Fischer Grönlund, Anna Söderberg, Vera Dahlqvist, Lars Andersson & Ulf Isaksson - forthcoming - Nursing Ethics:096973301881912.
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  • A Meta-Analytic Review of Ethical Leadership Outcomes and Moderators.Akanksha Bedi, Can M. Alpaslan & Sandy Green - 2016 - Journal of Business Ethics 139 (3):517-536.
    A growing body of research suggests that follower perceptions of ethical leadership are associated with beneficial follower outcomes. However, some empirical researchers have found contradictory results. In this study, we use social learning and social exchange theories to test the relationship between ethical leadership and follower work outcomes. Our results suggest that ethical leadership is related positively to numerous follower outcomes such as perceptions of leader interactional fairness and follower ethical behavior. Furthermore, we explore how ethical leadership relates to and (...)
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  • The Association Between Vertical Equity and Presidential Voting Behavior and Taxpayers’ Compliance.Jonathan Farrar, Dawn W. Massey, Errol Osecki & Linda Thorne - 2021 - Journal of Business Ethics 172 (1):101-114.
    Since taking office, the President of the United States has consistently refused to make his tax returns available for public scrutiny. In so doing, he has broken with presidential tradition and kept people guessing about what his tax returns would show if they were disclosed. Interestingly enough, in the absence of concrete knowledge about the President’s tax circumstances, some taxpayers perceive that he did not pay his fair share and others perceive that he did. This situation presents an opportunity for (...)
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  • How and When Does Leader Behavioral Integrity Influence Employee Voice? The Roles of Team Independence Climate and Corporate Ethical Values.He Peng & Feng Wei - 2020 - Journal of Business Ethics 166 (3):505-521.
    Management literature has repeatedly shown that an absence of voice can have serious negative influences on team and organization performance. However, employees often withhold suggestions or advices when they have ideas, concerns, or opinions. The present study proposes leader behavioral integrity as a key antecedent of employee voice, and investigates how and when leader behavioral integrity influences employee voice. Specifically, we argue that leader behavioral integrity affects employee voice via team independence climate. In addition, we propose a moderating effect of (...)
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  • Ethical Climate and Purchasing Social Responsibility: A Benevolence Focus. [REVIEW]Constantin Blome & Antony Paulraj - 2013 - Journal of Business Ethics 116 (3):567-585.
    Using a sample of multinational firms in Germany, we develop and empirically examine a model to test the effects of ethical climate and its antecedents on purchasing social responsibility (PSR). Our results show different effects of benevolence dimensions of ethical climate on PSR: employee-focused climate has no effect, but community-focused climate is a significant driver of PSR. The results also show that top management ethical norms and code of conduct implementation impact PSR directly as well as indirectly through ethical climate.
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  • Influence of Transparency on Employees’ Ethical Judgments: A Case of Russia.Wen-yeh Huang - 2018 - Journal of Business Ethics 152 (4):1177-1189.
    After the USSR collapsed, the Russian economy underwent serious changes from being plan-based to a market economy. These changes, together with political instability, created a business environment where no attention was paid to ethics. Russian managers have little experience operating in a market economy, which created many misunderstandings with foreign partners, especially regarding ethical issues of doing business. This study examined the factors influencing the ethical judgments of Russian employees to understand how they perceive ethical issues and make ethical or (...)
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  • Managerial Ethical Leadership, Ethical Climate and Employee Ethical Behavior: Does Moral Attentiveness Matter?Hussam Al Halbusi, Pablo Ruiz-Palomino, Rafael Morales-Sánchez & Fadi Abdel Muniem - 2021 - Ethical and Behavior 8:2-24.
    Ethical leaders can influence followers’ ethical behaviors by establishing an ethical climate. However, followers’ responses to an ethical climate may also differ according to the amount of attention they devote to moral questions. This study analyzes whether moral attentiveness augments the positive effect of an ethical climate on employees’ ethical behaviors, as well as the indirect effect of ethical leadership on employee ethical behavior through an ethical climate. Data from 270 employees in the Malaysian manufacturing industry indicate that the positive (...)
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  • Ethical Leadership and Internal Whistleblowing: A Mediated Moderation Model.Jin Cheng, Haiqing Bai & Xijuan Yang - 2019 - Journal of Business Ethics 155 (1):115-130.
    Studies have shown that internal whistleblowing could be utilized as an effective way to stop an organization’s unethical behaviors. This study investigates the relationship between ethical leadership and internal whistleblowing by focusing on the mediating role of employee-perceived organizational politics and the moderating role of moral courage. An analysis of data collected at three phases indicates that employee-perceived organizational politics partly mediates the relationship between ethical leadership and internal whistleblowing. Also, moral courage is found to moderate the effect of employee-perceived (...)
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  • Promoting Ethical and Prosocial Behavior: The Combined Effect of Ethical Leadership and Coworker Ethicality.Damian F. O’Keefe, Deanna Messervey & Erinn C. Squires - 2018 - Ethics and Behavior 28 (3):235-260.
    Ethical leadership encompasses the personal conduct of the leader and the leader’s expectations that followers behave ethically. Building on social learning and social exchange theory, we propose that ethical leadership interacts with coworker ethicality to predict personnel’s ethical intentions and organizational citizenship behavior. Using data collected from a large organizational sample, we use moderated regression analysis to test the main and interactive effects of ethical leadership and coworker ethicality on ethical intentions and OCB as it relates to conscientiousness, civic virtue, (...)
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  • Ethical Leadership and Loyalty to Supervisor in China: The Roles of Interactional Justice and Collectivistic Orientation.Huaiyong Wang, Guangli Lu & Yongfang Liu - 2017 - Journal of Business Ethics 146 (3):529-543.
    This study examines the relation of ethical leadership with loyalty to supervisor, as well as mediating and moderating variables of this relation by proposing a moderated mediation model. Specifically, we employed time-lagged research design to collect two waves of data from 395 supervisor-subordinate dyads in 74 teams, and used multilevel structural equation modeling to test the moderated mediation model. Results indicated that ethical leadership was positively related to loyalty to supervisor, interactional justice mediated the relationship between ethical leadership and loyalty (...)
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  • The Effect of Ethical Leadership Behavior on Ethical Climate, Turnover Intention, and Affective Commitment.A. Asuman Akdogan & Ozgur Demirtas - 2015 - Journal of Business Ethics 130 (1):59-67.
    This study examines a mediated model of ethical leadership on ethical climate, turnover intention, and affective commitment. It is suggested that managers are role models in their organizations. Specifically, through ethical leadership behavior, managers can influence perceptions of ethical climate, which in turn will positively influence organizational members’ turnover intention, and affective commitment. The results indicate that ethical leadership has both direct and indirect effect on affective commitment and turnover intention. The indirect effect of ethical leadership involves shaping perceptions of (...)
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  • Ethical Leadership Begets Ethical Leadership: Exploring Situational Moderators of the Trickle-Down Effect.Damian F. O’Keefe, Glen T. Howell & Erinn C. Squires - 2020 - Ethics and Behavior 30 (8):581-600.
    The current study investigated the role that perceived ethicality of one’s leader, as well as perceptions of organizational climate and justice, have in shaping one’s own ethical leadership. We expected positive perceptions of organizational climate and justice to increase the trickle-down effect of ethical leadership from higher to lower levels. We used ratings of ethical leadership from 286 followers nested within 167 leaders, who provided ratings of their own leader’s ethical leadership as well as their perception of the ethical climate (...)
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  • When Employees Retaliate Against Self-Serving Leaders: The Influence of the Ethical Climate.Stijn Decoster, Jeroen Stouten & Thomas M. Tripp - 2019 - Journal of Business Ethics 168 (1):195-213.
    Leaders have been shown to sometimes act self-servingly. Yet, leaders do not act in isolation and the perceptions of the ethical climate in which leaders operate is expected to contribute to employees taking counteractive measures against their leader. We contend that in an ethical climate employees feel better equipped to stand up and take retaliation measures. Moreover, we argue that this is explained by employees’ feelings of trust. In two studies using different methods, we predict and find evidence that the (...)
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  • Corruption, Fast or Slow? Ethical Leadership Interacts With Machiavellianism to Influence Intuitive Thinking and Corruption.Muhammad U. Manara, Suzanne van Gils, Annika Nübold & Fred R. H. Zijlstra - 2020 - Frontiers in Psychology 11.
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  • Ethical Leadership and Follower Moral Actions: Investigating an Emotional Linkage.Yajun Zhang, Fangfang Zhou & Jianghua Mao - 2018 - Frontiers in Psychology 9.
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  • The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link.Daniela K. Haller, Peter Fischer & Dieter Frey - 2018 - Frontiers in Psychology 9.
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  • A Typology for the Categorisation of Ethical Leadership Research.Charlotte Pietersen - 2018 - African Journal of Business Ethics 12 (2).
    The paper introduces an expanded typology of research approaches applicable to the field of ethical leadership, namely: theoretical-integrative, systematic-analytical, narrative-interpretive, and action-advocacy. An illustrative review identified clear examples of this framework for categorising types of research on ethical leadership. It is concluded that the investigation shows the applicability of a more nuanced perspective on research in the field of ethical leadership. The analysis provides support for the use of the typology beyond the customary quantitative and qualitative dichotomy.
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  • Understanding the Unique Impact of Dimensions of Ethical Leadership on Employee Attitudes.Samina Karim & Sadia Nadeem - 2019 - Ethics and Behavior 29 (7):572-594.
    This study extends earlier findings on ethical leadership by testing the relationship of the seven dimensions of ethical leadership with job satisfaction, organization commitment, job embeddedness, and cynicism. It uses time-lagged data from 585 employees in Pakistan. Using confirmatory factor analysis and structural equation modeling, the study supports the concept of multidimensional ethical leadership in the Eastern setting and indicates that the dimensions of people orientation, fairness, power sharing, ethical guidance, and role clarification are associated with the majority of outcomes, (...)
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