Search results for 'Deanne N. Hartog' (try it on Scholar)

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  1. Deanne N. Hartog & Frank D. Belschak (2012). Work Engagement and Machiavellianism in the Ethical Leadership Process. Journal of Business Ethics 107 (1):35-47.score: 290.0
    Leaders who express an ethical identity are proposed to affect followers’ attitudes and work behaviors. In two multi-source studies, we first test a model suggesting that work engagement acts as a mediator in the relationships between ethical leadership and employee initiative (a form of organizational citizenship behavior) as well as counterproductive work behavior. Next, we focus on whether ethical leadership always forms an authentic expression of an ethical identity, thus in the second study, we add leader Machiavellianism to the model. (...)
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  2. Deanne N. Den Hartog & Frank D. Belschak (2012). Work Engagement and Machiavellianism in the Ethical Leadership Process. Journal of Business Ethics 107 (1):35-47.score: 29.0
    Leaders who express an ethical identity are proposed to affect followers’ attitudes and work behaviors. In two multi-source studies, we first test a model suggesting that work engagement acts as a mediator in the relationships between ethical leadership and employee initiative (a form of organizational citizenship behavior) as well as counterproductive work behavior. Next, we focus on whether ethical leadership always forms an authentic expression of an ethical identity, thus in the second study, we add leader Machiavellianism to the model. (...)
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  3. Gabriele Jacobs, Frank D. Belschak & Deanne N. Den Hartog (2013). (Un)Ethical Behavior and Performance Appraisal: The Role of Affect, Support, and Organizational Justice. Journal of Business Ethics 121 (1):1-14.score: 29.0
    Performance appraisals are widely used as an HR instrument. This study among 332 police officers examines the effects of performance appraisals from a behavioral ethics perspective. A mediation model relating justice perceptions of police officers’ last performance appraisal to their work affect, perceived supervisor and organizational support and, in turn, their ethical (pro-organizational proactive) and unethical (counterproductive) work behavior was tested empirically. The relationship between justice perceptions and both, ethical and unethical behavior was mediated by perceived support and work affect. (...)
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  4. Karianne Kalshoven, Deanne N. Den Hartog & Annebel H. B. De Hoogh (2011). Ethical Leader Behavior and Big Five Factors of Personality. Journal of Business Ethics 100 (2):349-366.score: 29.0
    Most research on ethical leadership to date investigates the consequences of ethical leadership rather than its antecedents. Here, we aim to contribute to this field by studying leader personality as a potential antecedent of ethical leader behavior. In two multisource studies, we investigated the relationships between personality traits and ethical leader behavior. Leader personality was measured through self-ratings using the five-factor personality framework. Two subordinates rated their leaders’ ethical behavior. Study 1 used a uni-dimensional Ethical Leadership Scale (ELS). In study (...)
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  5. Thomas Forster (2007). Erdös-Rado Without Choice. Journal of Symbolic Logic 72 (3):897 - 900.score: 4.0
    A version of the Erdös-Rado theorem on partitions of the unordered n-tuples from uncountable sets is proved, without using the axiom of choice. The case with exponent 1 is just the Sierpinski-Hartogs' result that $\aleph (\alpha)\leq 2^{2^{2^{\alpha}}}$.
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