1. Michael Palanski, James B. Avey & Napatsorn Jiraporn (2013). The Effects of Ethical Leadership and Abusive Supervision on Job Search Behaviors in the Turnover Process. Journal of Business Ethics 121 (1):1-12.
    Drawing upon the unfolding model of turnover and the dual-process theory of information processing, we examined the roles which ethical leadership and abusive supervision play in the turnover process. The central conclusion of this study is that ethical leadership influences job satisfaction, which then influences intentions to quit, which then impacts job search behaviors. Conversely, abusive supervision, which is the conceptual opposite of ethical leadership, has a negative influence on job satisfaction with corresponding impacts on intentions to quit and job (...)
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  2. James B. Avey, Tara S. Wernsing & Michael E. Palanski (2012). Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership. [REVIEW] Journal of Business Ethics 107 (1):21-34.
    The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. In a study with 845 working adults across multiple organizations, the relationships between ethical leadership with positive employee outcomes were examined. Results suggest that ethical leadership is related to both psychological well-being and job satisfaction in employees, but the processes are different. Employee voice mediated the relationship between ethical leadership and psychological well-being. Feelings of psychological ownership mediated the relationship between ethical (...)
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  3. James B. Avey, Michael E. Palanski & Fred O. Walumbwa (2011). When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior. [REVIEW] Journal of Business Ethics 98 (4):573 - 582.
    The authors examined the effects of ethical leadership on follower organizational citizenship behavior (OCB) and deviant behavior. Drawing upon research related to the behavioral plasticity hypothesis, the authors examined a moderating role of follower self-esteem in these relationships. Results from a field study revealed that ethical leadership is positively related to follower OCB and negatively related to deviance. We found that these relationships are moderated by followers' self-esteem, such that the relationships between ethical leadership and OCB as well as between (...)
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