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  1.  22
    The Mind is Willing, but the Situation Constrains: Why and When Leader Conscientiousness Relates to Ethical Leadership.Mayowa T. Babalola, Michelle C. Bligh, Babatunde Ogunfowora, Liang Guo & Omale A. Garba - 2019 - Journal of Business Ethics 155 (1):75-89.
    While previous research has established that employees who have a more conscientious leader are more likely to perceive that their leader is ethical, the underlying mechanisms and boundary conditions of this linkage remain unknown. In order to better understand the relationship between leader conscientiousness and ethical leadership, we examine the potential mediating role of leader moral reflectiveness, as well as the potential moderating role of decision-making autonomy. Drawing from social cognitive theory, results from two samples of workgroup leaders and their (...)
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  2.  4
    A Multilevel Analysis of the Relationship Between Ethical Leadership and Ostracism: The Roles of Relational Climate, Employee Mindfulness, and Work Unit Structure.Amanda Christensen-Salem, Fred O. Walumbwa, Mayowa T. Babalola, Liang Guo & Everlyne Misati - 2021 - Journal of Business Ethics 171 (3):619-638.
    Drawing on insights from social learning and social cognitive perspectives and research on the multilevel reality of leadership influences, we developed and tested a multilevel model that examines mechanisms and conditions through which ethical leadership deters work unit- and individual-level ostracism. Based on two field studies using multiple measurement points, we found that at the work unit level of analysis, relational climate partially mediates the negative relationship between ethical leadership and work unit-level ostracism whereas state mindfulness partially mediates the cross-level (...)
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    Moral Burden of Bottom-Line Pursuits: How and When Perceptions of Top Management Bottom-Line Mentality Inhibit Supervisors’ Ethical Leadership Practices.Rebecca L. Greenbaum, Mayowa Babalola, Matthew J. Quade, Liang Guo & Yun Chung Kim - 2020 - Journal of Business Ethics 174 (1):109-123.
    Drawing on theoretical work on humans’ adaptive capacity, we propose that supervisors’ perception of top management’s high bottom-line mentality has a dysfunctional effect on their ethical leadership practices. Specifically, we suggest that these perceptions hinder supervisors’ empathy, which eventuates in less ethical leadership practices. We also investigate, in a first-stage moderated mediation model, how supervisors high in trait mindfulness are resistant to the ill effects of perceptions of top management’s high BLM. Supervisors high in this trait are less likely to (...)
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    Moral Burden of Bottom-Line Pursuits: How and When Perceptions of Top Management Bottom-Line Mentality Inhibit Supervisors’ Ethical Leadership Practices.Rebecca L. Greenbuam, Mayowa Babalola, Matthew J. Quade, Liang Guo & Yun Chung Kim - forthcoming - Journal of Business Ethics:1-15.
    Drawing on theoretical work on humans’ adaptive capacity, we propose that supervisors’ perception of top management’s high bottom-line mentality has a dysfunctional effect on their ethical leadership practices. Specifically, we suggest that these perceptions hinder supervisors’ empathy, which eventuates in less ethical leadership practices. We also investigate, in a first-stage moderated mediation model, how supervisors high in trait mindfulness are resistant to the ill effects of perceptions of top management’s high BLM. Supervisors high in this trait are less likely to (...)
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  5.  4
    Correction to: Moral Burden of Bottom-Line Pursuits: How and When Perceptions of Top Management Bottom-Line Mentality Inhibit Supervisors’ Ethical Leadership Practices.Rebecca L. Greenbaum, Mayowa T. Babalola, Matthew J. Quade, Liang Guo & Yun Chung Kim - 2021 - Journal of Business Ethics 174 (1):125-125.
    The name of the first author was incorrect in the initial online publication. The original article has been corrected.
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