1. CEO Ethical Leadership, Ethical Climate, Climate Strength, and Collective Organizational Citizenship Behavior.Yuhyung Shin - 2012 - Journal of Business Ethics 108 (3):299-312.
    In spite of an increasing number of studies on ethical climate, little is known about the antecedents of ethical climate and the moderators of the relationship between ethical climate and work outcomes. The present study conducted firm-level analyses regarding the relationship between chief executive officer (CEO) ethical leadership and ethical climate, and the moderating effect of climate strength (i.e., agreement in climate perceptions) on the relationship between ethical climate and collective organizational citizenship behavior (OCB). Self-report data were collected from 223 (...)
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    Top Management Ethical Leadership and Firm Performance: Mediating Role of Ethical and Procedural Justice Climate.Yuhyung Shin, Sun Young Sung, Jin Nam Choi & Min Soo Kim - 2015 - Journal of Business Ethics 129 (1):43-57.
    Despite the prevailing discourses on the importance of top management ethical leadership, related theoretical and empirical developments are lacking. Drawing on institutional theory, we propose that top management ethical leadership contributes to organizational outcomes by promoting firm-level ethical and procedural justice climates. This theoretical framework was empirically tested using multi-source data obtained from 4,468 employees of 147 Korean companies from various industries. The firm-level analysis shows that top management ethical leadership significantly predicts ethical climate, which then results in procedural justice (...)
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    Struggling to Stay Engaged During Adversity: A Daily Investigation of Frontline Service Employees’ Job Insecurity and the Moderating Role of Ethical Leader Behavior.Sang-Hoon Lee, Won-Moo Hur & Yuhyung Shin - 2022 - Journal of Business Ethics 184 (1):281-295.
    Drawing on conservation of resources theory, this study examined the moderating role of ethical leader behavior in the effects of daily perceived job insecurity on work outcomes the next day (i.e., work engagement and customer-directed helping) through occupational regret the next morning among frontline service employees working in adverse work situations (i.e., the coronavirus disease pandemic). Using experience sampling method, data were collected from 135 frontline service employees across five consecutive workdays. The results showed that daily perceived job insecurity had (...)
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