David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jonathan Jenkins Ichikawa
Jack Alan Reynolds
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Business Ethics Quarterly 20 (2):215-236 (2010)
Despite sustained attention to ethical leadership in organizations, scholarship remains largely descriptive. This study employs an empirical approach to examine the consequences of ethical leadership on leader promotability. From a sample of ninety-six managers from two independent organizations, we found that ethical leaders were increasingly likely to be rated by their superior as exhibiting potential to reach senior leadership positions. However, leaders who displayed increased ethical leadership were no more likely to be viewed as promotable in the near-term compared to those who displayed less ethical leadership. Our findings also show ethical culture and pressure to achieve results are important contextual factors that moderate the relationships between ethical leadership and leader promotability to senior leadership roles
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Denis G. Arnold, Kenneth E. Goodpaster & Gary R. Weaver (2015). Past Trends and Future Directions in Business Ethics and Corporate Responsibility Scholarship. Business Ethics Quarterly 25 (4):v-xv.
Barbara Steinmann, Annika Nübold & Günter W. Maier (2016). Validation of a German Version of the Ethical Leadership at Work Questionnaire by Kalshoven Et Al. Frontiers in Psychology 7.
Dong Min Kim, Jang Wan Ko & Seon-Joo Kim (2015). Exploring the Ethical Aspects of Leadership: From a Korean Perspective. Asian Philosophy 25 (2):113-131.
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