8 found
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  1.  11
    The Interactive Effect of a Leader’s Sense of Uniqueness and Sense of Belongingness on Followers’ Perceptions of Leader Authenticity.Michelle Xue Zheng, Yingjie Yuan, Marius van Dijke, David De Cremer & Alain Van Hiel - 2020 - Journal of Business Ethics 164 (3):515-533.
    Researchers have emphasized the value of authenticity, but not much is known about what makes a person authentic in the eyes of others. Our research takes an interpersonal perspective to examine the determinants of followers’ perceptions of leader authenticity. Building on social identity theory, we propose that two fundamental self-identifications–a leader’s sense of uniqueness and sense of belongingness–interact to influence followers’ perceptions of a leader’s authenticity via perceptions of a leader’s self-concept consistency. In a field study conducted among leader–follower dyads (...)
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  2.  13
    Erratum To: 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):147-147.
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  3.  34
    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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  4.  37
    Regulating Ethical Failures: Insights From Psychology.David De Cremer, Ann E. Tenbrunsel & Marius van Dijke - 2010 - Journal of Business Ethics 95 (S1):1 - 6.
    Ethical failures are all around. Despite their pervasiveness, we know little how to manage and even survive the aftermath of such failures. In this paper, we develop the argument that as business ethics researchers we need to zoom in more closely on why ethical failures emerge, and how these insights can help us to be effective ethical leaders that can increase moral awareness and manage distrust. To succeed in this scientific enterprise, we advocate the use of a behavioral business ethics (...)
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  5.  20
    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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  6.  5
    Dirty Hands Make Dirty Leaders?! The Effects of Touching Dirty Objects on Rewarding Unethical Subordinates as a Function of a Leader’s Self-Interest.Florien M. Cramwinckel, David De Cremer & Marius van Dijke - 2013 - Journal of Business Ethics 115 (1):93-100.
    We studied the role of social dynamics in moral decision-making and behavior by investigating how physical sensations of dirtiness versus cleanliness influence moral behavior in leader–subordinate relationships, and whether a leader’s self-interest functions as a boundary condition to this effect. A pilot study revealed that when participants imagined rewarding unethical behavior of a subordinate, they felt more dirty. Our main experiment showed that directly manipulating dirtiness by allowing leaders to touch a dirty object led to more positive evaluations of, and (...)
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  7.  5
    Make Me Want to Pay. A Three-Way Interaction Between Procedural Justice, Distributive Justice, and Power on Voluntary Tax Compliance.Marius van Dijke, Lemessa Bayissa Gobena & Peter Verboon - 2019 - Frontiers in Psychology 10.
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  8.  3
    In Self-Defense: Reappraisal Buffers the Negative Impact of Low Procedural Fairness on Performance.Marius van Dijke, Niels Van Quaquebeke & Joel Brockner - 2020 - Journal of Experimental Psychology: Applied 26 (4):739-754.
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