Search results for 'leadership' (try it on Scholar)

1000+ found
Order:
See also:
  1.  37
    Mitchell J. Neubert, Dawn S. Carlson, K. Michele Kacmar, James A. Roberts & Lawrence B. Chonko (2009). The Virtuous Influence of Ethical Leadership Behavior: Evidence From the Field. [REVIEW] Journal of Business Ethics 90 (2):157 - 170.
    This study examines a moderated/mediated model of ethical leadership on follower job satisfaction and affective organizational commitment. We proposed that managers have the potential to be agents of virtue or vice within organizations. Specifically, through ethical leadership behavior we argued that managers can virtuously influence perceptions of ethical climate, which in turn will positively impact organizational members' flourishing as measured by job satisfaction and affective commitment to the organization. We also hypothesized that perceptions of interactional justice would moderate (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   48 citations  
  2.  94
    Thomas Maak & Nicola M. Pless (2006). Responsible Leadership in a Stakeholder Society – a Relational Perspective. Journal of Business Ethics 66 (1):99 - 115.
    We understand responsible leadership as a social-relational and ethical phenomenon, which occurs in social processes of interaction. While the prevailing leadership literature has for the most part focussed on the relationship between leaders and followers in the organization and defined followers as subordinates, we show in this article that leadership takes place in interaction with a multitude of followers as stakeholders inside and outside the corporation. Using an ethical lens, we discuss leadership responsibilities in a stakeholder (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   54 citations  
  3.  11
    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.
    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 (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   18 citations  
  4.  31
    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 (...)
    Direct download (6 more)  
     
    Export citation  
     
    My bibliography   17 citations  
  5.  47
    Joanne B. Ciulla (ed.) (2004). Ethics, the Heart of Leadership. Praeger.
    The scope of the issues -- The moral relationship between leaders and followers -- The morality of leaders : motives and deeds -- Puzzles and perils of transformational leadership.
    Direct download  
     
    Export citation  
     
    My bibliography   30 citations  
  6.  42
    Thomas Maak (2007). Responsible Leadership, Stakeholder Engagement, and the Emergence of Social Capital. Journal of Business Ethics 74 (4):329 - 343.
    I argue in this article that responsible leadership (Maak and Pless, 2006) contributes to building social capital and ultimately to both a sustainable business and the common good. I show, first, that responsible leadership in a global stakeholder society is a relational and inherently moral phenomenon that cannot be captured in traditional dyadic leader–follower relationships (e.g., to subordinates) or by simply focusing on questions of leadership effectiveness. Business leaders have to deal with moral complexity resulting from a (...)
    Direct download (5 more)  
     
    Export citation  
     
    My bibliography   36 citations  
  7.  21
    Yuhyung Shin (2012). CEO Ethical Leadership, Ethical Climate, Climate Strength, and Collective Organizational Citizenship Behavior. 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 (...)
    Direct download (5 more)  
     
    Export citation  
     
    My bibliography   16 citations  
  8.  9
    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 (...)
    Direct download (3 more)  
     
    Export citation  
     
    My bibliography   20 citations  
  9.  19
    David M. Mayer, Maribeth Kuenzi & Rebecca L. Greenbaum (2010). Examining the Link Between Ethical Leadership and Employee Misconduct: The Mediating Role of Ethical Climate. [REVIEW] Journal of Business Ethics 95 (1):7-16.
    Drawing on theory and research on ethical leadership and ethical climate, we examine ethical climate as a mediator of the relationship between ethical leadership and employee misconduct. Using a sample of 1,525 employees and their supervisors in 300 units in different organizations, we find support for our hypothesized model. We discuss theoretical and practical implications of these findings.
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   18 citations  
  10.  21
    Hannes Leroy, Michael E. Palanski & Tony Simons (2012). Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance. Journal of Business Ethics 107 (3):255-264.
    The literatures on both authentic leadership and behavioral integrity have argued that leader integrity drives follower performance. Yet, despite overlap in conceptualization and mechanisms, no research has investigated how authentic leadership and behavioral integrity relate to one another in driving follower performance. In this study, we propose and test the notion that authentic leadership behavior is an antecedent to perceptions of leader behavioral integrity, which in turn affects follower affective organizational commitment and follower work role performance. Analysis (...)
    Direct download (6 more)  
     
    Export citation  
     
    My bibliography   12 citations  
  11.  71
    Kevin S. Groves & Michael A. LaRocca (2011). An Empirical Study of Leader Ethical Values, Transformational and Transactional Leadership, and Follower Attitudes Toward Corporate Social Responsibility. Journal of Business Ethics 103 (4):511-528.
    Several leadership and ethics scholars suggest that the transformational leadership process is predicated on a divergent set of ethical values compared to transactional leadership. Theoretical accounts declare that deontological ethics should be associated with transformational leadership while transactional leadership is likely related to teleological ethics. However, very little empirical research supports these claims. Furthermore, despite calls for increasing attention as to how leaders influence their followers’ perceptions of the importance of ethics and corporate social responsibility (...)
    Direct download (7 more)  
     
    Export citation  
     
    My bibliography   14 citations  
  12.  30
    Jay P. Mulki, Jorge Fernando Jaramillo & William B. Locander (2009). Critical Role of Leadership on Ethical Climate and Salesperson Behaviors. Journal of Business Ethics 86 (2):125 - 141.
    Leaders play a critical role in setting the tone for ethical climate in organizations. In recent years, there has been an increased skepticism about the role played by corporate executives in developing and implementing ethics in business practices. Sales and marketing practices of businesses, particularly in the pharmaceutical industry, have come under increased scrutiny. This study identifies a type of leadership style that can help firms develop an ethical climate. Responses from 333 salespeople working for a North American subsidiary (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   20 citations  
  13.  6
    Stephen Chen (2010). The Role of Ethical Leadership Versus Institutional Constraints: A Simulation Study of Financial Misreporting by CEOs. [REVIEW] Journal of Business Ethics 93 (1):33-52.
    This article examines the proposition that a major cause of the major financial accounting scandals that received much publicity around the world was unethical leadership in the companies and compares the role of unethical leaders in a variety of scenarios. Through the use of computer simulation models, it shows how a combination of CEO's narcissism, financial incentive, shareholders' expectations and subordinate silence as well as CEO's dishonesty can do much to explain some of the findings highlighted in recent high (...)
    Direct download (3 more)  
     
    Export citation  
     
    My bibliography   17 citations  
  14.  25
    Christian Voegtlin, Moritz Patzer & Andreas Georg Scherer (2012). Responsible Leadership in Global Business: A New Approach to Leadership and Its Multi-Level Outcomes. [REVIEW] Journal of Business Ethics 105 (1):1-16.
    The article advances an understanding of responsible leadership in global business and offers an agenda for future research in this field. Our conceptualization of responsible leadership draws on deliberative practices and discursive conflict resolution, combining the macro-view of the business firm as a political actor with the micro-view of leadership. We discuss the concept in relation to existing research in leadership. Further, we propose a new model of responsible leadership that shows how such an understanding (...)
    Direct download (6 more)  
     
    Export citation  
     
    My bibliography   11 citations  
  15.  90
    David Knights & Majella O’Leary (2006). Leadership, Ethics and Responsibility to the Other. Journal of Business Ethics 67 (2):125 - 137.
    Of recent time, there has been a proliferation of concerns with ethical leadership within corporate business not least because of the numerous scandals at Enron, Worldcom, Parmalat, and two major Irish banks – Allied Irish Bank (AIB) and National Irish Bank (NIB). These have not only threatened the position of many senior corporate managers but also the financial survival of some of the companies over which they preside. Some authors have attributed these scandals to the pre-eminence of a focus (...)
    Direct download (5 more)  
     
    Export citation  
     
    My bibliography   26 citations  
  16.  8
    Raymond Loi, Long W. Lam & Ka Wai Chan (2012). Coping with Job Insecurity: The Role of Procedural Justice, Ethical Leadership and Power Distance Orientation. [REVIEW] Journal of Business Ethics 108 (3):361-372.
    This study examines the relationship between procedural justice and employee job insecurity, and the boundary conditions of this relationship. Drawing upon uncertainty management theory and ethical leadership research, we hypothesized that procedural justice is negatively related to job insecurity, and that this relationship is moderated by ethical leadership. We further predicted that the moderating relationship would be more pronounced among employees with a low power distance orientation. We tested our hypotheses using a sample of 381 workers in Macau (...)
    Direct download (6 more)  
     
    Export citation  
     
    My bibliography   11 citations  
  17.  52
    Christian J. Resick, Paul J. Hanges, Marcus W. Dickson & Jacqueline K. Mitchelson (2006). A Cross-Cultural Examination of the Endorsement of Ethical Leadership. Journal of Business Ethics 63 (4):345 - 359.
    The western-based leadership and ethics literatures were reviewed to identify the key characteristics that conceptually define what it means to be an ethical leader. Data from the Global Leadership and Organizational Effectiveness (GLOBE) project were then used to analyze the degree to which four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation, and Encouragement – were endorsed as important for effective leadership across cultures. First, using multi-group confirmatory factor analyses measurement equivalence of the ethical (...) scales was found, which provides indication that the four dimensions have similar meaning across cultures. Then, using analysis of variance (ANOVA) tests each of the four dimensions were found to be universally endorsed as important for effective leadership. However, cultures also varied significantly in the degree of endorsement for each dimension. In the increasingly global business environment, these findings have implications for organizations implementing ethics programs across cultures and preparing leaders for expatriate assignments. (shrink)
    Direct download (6 more)  
     
    Export citation  
     
    My bibliography   26 citations  
  18.  8
    Shuili Du, Valérie Swaen, Adam Lindgreen & Sankar Sen (2013). The Roles of Leadership Styles in Corporate Social Responsibility. Journal of Business Ethics 114 (1):155-169.
    This research investigates the interplay between leadership styles and institutional corporate social responsibility (CSR) practices. A large-scale field survey of managers reveals that firms with greater transformational leadership are more likely to engage in institutional CSR practices, whereas transactional leadership is not associated with such practices. Furthermore, stakeholder-oriented marketing reinforces the positive link between transformational leadership and institutional CSR practices. Finally, transactional leadership enhances, whereas transformational leadership diminishes, the positive relationship between institutional CSR practices (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   8 citations  
  19.  27
    Christian J. Resick, Gillian S. Martin, Mary A. Keating, Marcus W. Dickson, Ho Kwong Kwan & Chunyan Peng (2011). What Ethical Leadership Means to Me: Asian, American, and European Perspectives. [REVIEW] Journal of Business Ethics 101 (3):435-457.
    Despite the increasingly multinational nature of the workplace, there have been few studies of the convergence and divergence in beliefs about ethics-based leadership across cultures. This study examines the meaning of ethical and unethical leadership held by managers in six societies with the goal of identifying areas of convergence and divergence across cultures. More specifically, qualitative research methods were used to identify the attributes and behaviors that managers from the People’s Republic of China (the PRC), Hong Kong, the (...)
    Direct download (6 more)  
     
    Export citation  
     
    My bibliography   13 citations  
  20.  69
    Cam Caldwell, Linda A. Hayes, Patricia Bernal & Ranjan Karri (2008). Ethical Stewardship – Implications for Leadership and Trust. Journal of Business Ethics 78 (1-2):153 - 164.
    Great leaders are ethical stewards who generate high levels of commitment from followers. In this paper, we propose that perceptions about the trustworthiness of leader behaviors enable those leaders to be perceived as ethical stewards. We define ethical stewardship as the honoring of duties owed to employees, stakeholders, and society in the pursuit of long-term wealth creation. Our model of relationship between leadership behaviors, perceptions of trustworthiness, and the nature of ethical stewardship reinforces the importance of ethical governance in (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   19 citations  
  21.  7
    Alexander Newman, Kohyar Kiazad, Qing Miao & Brian Cooper (2013). Examining the Cognitive and Affective Trust-Based Mechanisms Underlying the Relationship Between Ethical Leadership and Organisational Citizenship: A Case of the Head Leading the Heart? Journal of Business Ethics 123 (1):1-11.
    In this paper, we investigate the trust-based mechanisms underlying the relationship between ethical leadership and followers’ organisational citizenship behaviours (OCBs). Based on three-wave survey data obtained from 184 employees and their supervisors, we find that ethical leadership leads to higher levels of both affective and cognitive trust. In addition, we find support for a three-path mediational model, where cognitive trust and affective trust, in turn, mediate the relationship between ethical leadership and follower OCBs. That is to say, (...)
    Direct download (3 more)  
     
    Export citation  
     
    My bibliography   7 citations  
  22.  36
    Gabriel Flynn (2008). The Virtuous Manager: A Vision for Leadership in Business. [REVIEW] Journal of Business Ethics 78 (3):359 - 372.
    This article seeks to contribute to a vision for leadership in business based on a recovery of virtue. The vision for leadership articulated here draws principally on the writings of the classical philosopher Aristotle and of the contemporary philosopher Josef Pieper. Without discounting the ever-increasing complexity of modern business, this essay will attempt to reconstruct Aristotle’s emphasis on virtue and moral character, and argues for the philosopher’s relevance to modern management and corporate leadership. The paper concludes that (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   18 citations  
  23. Kim Cameron (2011). Responsible Leadership as Virtuous Leadership. Journal of Business Ethics 98 (S1):25-35.
    Responsible leadership is rare. It is not that most leaders are irresponsible, but responsibility in leadership is frequently defined so that an important connotation of responsible leadership is ignored. This article equates responsible leadership with virtuousness. Using this connotation implies that responsible leadership is based on three assumptions—eudaemonism, inherent value, and amplification. Secondarily, this connotation produces two important outcomes—a fixed point for coping with change, and benefits for constituencies who may never be affected otherwise. The (...)
    Direct download (8 more)  
     
    Export citation  
     
    My bibliography   10 citations  
  24.  57
    Morela Hernandez (2008). Promoting Stewardship Behavior in Organizations: A Leadership Model. [REVIEW] Journal of Business Ethics 80 (1):121 - 128.
    This article explores the relational and motivational leadership behaviors that may promote stewardship in organizations. I conceptualize stewardship as an outcome of leadership behaviors that promote a sense of personal responsibility in followers for the long-term wellbeing of the organization and society. Building upon the themes presented in the stewardship literature, such as identification and intrinsic motivation, and drawing from other research streams to include factors such as interpersonal and institutional trust and moral courage, I posit that leaders (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   16 citations  
  25.  6
    Qinxuan Gu, Thomas Li-Ping Tang & Wan Jiang (2015). Does Moral Leadership Enhance Employee Creativity? Employee Identification with Leader and Leader–Member Exchange in the Chinese Context. Journal of Business Ethics 126 (3):513-529.
    In this article, drawing from a relational perspective, we explore the relationship between moral leadership and employee creativity, treat employee identification with leader and leader–member exchange as two mediators, and develop a new theoretical model of employee creativity. Our data collected from 160 supervisor–subordinate dyads in the People’s Republic of China demonstrate that moral leadership is positively related to both employee identification with leader and LMX. Further, employee identification with leader partially mediates the relationship between moral leadership (...)
    Direct download (2 more)  
     
    Export citation  
     
    My bibliography   5 citations  
  26.  15
    J. R. C. Kuntz, J. R. Kuntz, Detelin Elenkov & Anna Nabirukhina (2013). Characterizing Ethical Cases: A Cross-Cultural Investigation of Individual Differences, Organisational Climate, and Leadership on Ethical Decision-Making. [REVIEW] Journal of Business Ethics 113 (2):317-331.
    The primary purpose of this study was to explore the unique impact of individual differences (e.g. gender, managerial experience), social culture, ethical leadership, and ethical climate on the manner in which individuals analyse and interpret an organisational scenario. Furthermore, we sought to explore whether the manner in which a scenario is initially interpreted by respondents (i.e. as a legal issue, ethical issue, and/or ethical dilemma) influenced subsequent recognition of the relevant stakeholders involved and the identification of intra- and extra-organisational (...)
    Direct download (5 more)  
     
    Export citation  
     
    My bibliography   6 citations  
  27.  13
    Yu-Shan Chen & Ching-Hsun Chang (2013). The Determinants of Green Product Development Performance: Green Dynamic Capabilities, Green Transformational Leadership, and Green Creativity. [REVIEW] Journal of Business Ethics 116 (1):107-119.
    Because no previous literature discusses the determinants of green product development performance, this study develops an original framework to fill the research gap. This study explores the influences of green dynamic capabilities and green transformational leadership on green product development performance and investigates the mediation role of green creativity. The results demonstrate that green dynamic capabilities and green transformational leadership positively influence green creativity and green product development performance. Besides, this study indicates that the positive relationships between green (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   6 citations  
  28.  3
    S. Duane Hansen, Bradley J. Alge, Michael E. Brown, Christine L. Jackson & Benjamin B. Dunford (2013). Ethical Leadership: Assessing the Value of a Multifoci Social Exchange Perspective. [REVIEW] Journal of Business Ethics 115 (3):435-449.
    In this study, we comprehensively examine the relationships between ethical leadership, social exchange, and employee commitment. We find that organizational and supervisory ethical leadership are positively related to employee commitment to the organization and supervisor, respectively. We also find that different types of social exchange relationships mediate these relationships. Our results suggest that the application of a multifoci social exchange perspective to the context of ethical leadership is indeed useful: As hypothesized, within-foci effects (e.g., the relationship between (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   6 citations  
  29.  47
    Lora L. Reed, Deborah Vidaver-Cohen & Scott R. Colwell (2011). A New Scale to Measure Executive Servant Leadership: Development, Analysis, and Implications for Research. [REVIEW] Journal of Business Ethics 101 (3):415-434.
    This article introduces a new scale to measure executive servant leadership, situating the need for this scale within the context of ethical leadership and its impacts on followers, organizations and the greater society. The literature on servant leadership is reviewed and servant leadership is compared to other concepts that share dimensions of ethical leadership (e.g., transformational, authentic, and spiritual leadership). Next, the Executive Servant Leadership Scale (ESLS) is introduced, and its contributions and limitations (...)
    Direct download (11 more)  
     
    Export citation  
     
    My bibliography   9 citations  
  30.  10
    Pablo Ruiz, Carmen Ruiz & Ricardo Martínez (2011). Improving the "Leader-Follower" Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response. [REVIEW] Journal of Business Ethics 99 (4):587 - 608.
    Since time immemorial, the phenomenon of leadership and its understanding has attracted the attention of the business world because of its important role in human groups. Nevertheless, for years efforts to understand this concept have only been centred on people in leadership roles, thus overlooking an important aspect in its understanding: the necessary moral dimension which is implicit in the relationship between leader and follower. As an illustrative example of the importance of considering good morality in leadership, (...)
    Direct download (3 more)  
     
    Export citation  
     
    My bibliography   9 citations  
  31.  26
    Nicola M. Pless & Thomas Maak (2011). Responsible Leadership: Pathways to the Future. [REVIEW] Journal of Business Ethics 98 (S1):3-13.
    This article maps current thinking in the emerging field of responsible leadership. Various environmental and social forces have triggered interest in both research and practices of responsible leadership. This article outlines the main features of the relevant research, specifies a definition of the concept, and compares this emergent understanding of responsible leadership with related leadership theories. Finally, an overview of different articles in this special issue sketches some pathways for ongoing research.
    Direct download (6 more)  
     
    Export citation  
     
    My bibliography   9 citations  
  32.  26
    Nicola M. Pless (2007). Understanding Responsible Leadership: Role Identity and Motivational Drivers. [REVIEW] Journal of Business Ethics 74 (4):437 - 456.
    This article contributes to the emerging discussion on responsible leadership by providing an analysis of the inner theatre of a responsible leader. I use a narrative approach for analyzing the biography of Anita Roddick as a widely acknowledged prototype of a responsible leader. With clinical and normative lenses I explore the relationship between responsible leadership behavior and the underlying motivational systems. I begin the article with an introduction outlining the current state of responsible leadership research and explaining (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   16 citations  
  33.  32
    Marvin T. Brown (2005). Corporate Integrity: Rethinking Organizational Ethics, and Leadership. Cambridge University Press.
    What do corporations look like when they have integrity, and how can we move more companies in that direction? Corporate Integrity offers a timely, comprehensive framework- and practical business lessons - bringing together questions of organizational design, communication practices, working relationships, and leadership styles to answer this question. Marvin T. Brown explores the five key challenges facing modern businesses as they try to respond ethically to cultural, interpersonal, organizational, civic and environmental challenges. He demonstrates that if corporations are to (...)
    Direct download  
     
    Export citation  
     
    My bibliography   12 citations  
  34.  27
    Denise Linda Parris & Jon Welty Peachey (2013). A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts. Journal of Business Ethics 113 (3):377-393.
    A new research area linked to ethics, virtues, and morality is servant leadership. Scholars are currently seeking publication outlets as critics debate whether this new leadership theory is significantly distinct, viable, and valuable for organizational success. The aim of this study was to identify empirical studies that explored servant leadership theory by engaging a sample population in order to assess and synthesize the mechanisms, outcomes, and impacts of servant leadership. Thus, we sought to provide an evidence-informed (...)
    Direct download (5 more)  
     
    Export citation  
     
    My bibliography   5 citations  
  35.  9
    Claudia Peus, Jenny Sarah Wesche, Bernhard Streicher, Susanne Braun & Dieter Frey (2012). Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms. [REVIEW] Journal of Business Ethics 107 (3):331-348.
    The recent economic crisis as well as other disasters such as the oil spill in the Gulf of Mexico or the nuclear disaster in Japan has fanned calls for leaders who do not deny responsibility, hide information, and deceive others, but rather lead with authenticity and integrity. In this article, we empirically investigate the concept of authentic leadership. Specifically, we examine the antecedents and individual as well as group-level outcomes of authentic leadership in business (Study 1; n = (...)
    Direct download (6 more)  
     
    Export citation  
     
    My bibliography   7 citations  
  36.  10
    Robert Steinbauer, Robert W. Renn, Robert R. Taylor & Phil K. Njoroge (2013). Ethical Leadership and Followers' Moral Judgment: The Role of Followers' Perceived Accountability and Self-Leadership. Journal of Business Ethics 120 (3):1-12.
    A two stage model was developed and tested to explain how ethical leadership relates to followers’ ethical judgment in an organizational context. Drawing on social learning theory, ethical leadership was hypothesized to promote followers’ self-leadership focused on ethics. It was found that followers’ perceived accountability fully accounts for this relationship. In stage two, the relationship between self-leadership focused on ethics and moral judgment in a dual decision-making system was described and tested. Self-leadership focused on ethics (...)
    Direct download (3 more)  
     
    Export citation  
     
    My bibliography   5 citations  
  37.  13
    Cam Caldwell, Linda A. Hayes & Do Tien Long (2010). Leadership, Trustworthiness, and Ethical Stewardship. Journal of Business Ethics 96 (4):497 - 512.
    Leaders in today's world face the challenge of earning the trust and commitment of organizational members if they expect to guide their companies to success in a highly competitive global context. In this article, we present empirical results indicating that when leadership behaviors are perceived as trustworthy through the observer's mediating lens, trust increases and leaders are more likely to be viewed as ethical stewards who honor a higher level of duties. This article contributes to the growing body of (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   10 citations  
  38.  7
    Pavlos A. Vlachos, Nikolaos G. Panagopoulos & Adam A. Rapp (2013). Feeling Good by Doing Good: Employee CSR-Induced Attributions, Job Satisfaction, and the Role of Charismatic Leadership. Journal of Business Ethics 118 (3):577-588.
    Interest in corporate social responsibility (CSR) is gaining momentum in academic and managerial circles. However, prior work in the area has paid little attention to how CSR initiatives should be implemented inside the organization. Against this backdrop, this study examines the impact of CSR initiatives on an important stakeholder group—employees. We build and test a comprehensive multilevel framework that focuses on whether employees derive job satisfaction from CSR programs. The proposed model predicts that a manager’s charismatic leadership influences employees’ (...)
    Direct download (3 more)  
     
    Export citation  
     
    My bibliography   5 citations  
  39.  5
    K. Michele Kacmar, Martha C. Andrews, Kenneth J. Harris & Bennett J. Tepper (2013). Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Politics and the Moderating Role of Political Skill. [REVIEW] Journal of Business Ethics 115 (1):33-44.
    This paper posits that ethical leadership increases important organizational and individual outcomes by reducing politics in the workplace. Specifically, we propose that perceptions of organizational politics serve as a mechanism through which ethical leadership affects outcomes. We further argue that the modeled relationships are moderated by political skill. By means of data from 136 matched pairs of supervisors and subordinates employed by a state agency in the southern US, we found support for our predictions. Specifically, we found that (...)
    Direct download (3 more)  
     
    Export citation  
     
    My bibliography   5 citations  
  40.  17
    Michael Robinson, Anne Kleffner & Stephanie Bertels (2011). Signaling Sustainability Leadership: Empirical Evidence of the Value of DJSI Membership. [REVIEW] Journal of Business Ethics 101 (3):493-505.
    We explore the relationship between corporate sustainability, reputation, and firm value by asking whether signaling sustainability leadership through membership on a recognized sustainability index is value generating. Increasingly, stakeholders are demanding that firms demonstrate their commitment to sustainability. One signal that companies can send to stakeholders to indicate that they are sustainability leaders is membership on a recognized “best in class” sustainability index. This article explores both the short-term and the intermediary impact on North American firms of being included (...)
    Direct download (6 more)  
     
    Export citation  
     
    My bibliography   8 citations  
  41. Olivier Boiral, Mario Cayer & Charles M. Baron (2009). The Action Logics of Environmental Leadership: A Developmental Perspective. [REVIEW] Journal of Business Ethics 85 (4):479 - 499.
    This article examines how the action logics associated with the stages of consciousness development of organizational leaders can influence the meaning, which these leaders give to corporate greening and their capacity to consider the specific complexities, values, and demands of environmental issues. The article explores how the seven principal action logics identified by Rooke and Torbert (2005, Harvard Business Review 83 (4), 66–76; Opportunist, Diplomat, Expert, Achiever, Individualist, Strategist and Alchemist) can affect environmental leadership. An examination of the strengths (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   5 citations  
  42.  22
    Tamsin Angus-Leppan, Louise Metcalf & Sue Benn (2010). Leadership Styles and Csr Practice: An Examination of Sensemaking, Institutional Drivers and Csr Leadership. [REVIEW] Journal of Business Ethics 93 (2):189 - 213.
    This article examines the explicit and implicit corporate social responsibility (CSR) framework and its implications for leadership style, in a major banking institution. Evidence for existence of the framework's key concepts in relation to leadership styles was explored through the self-reported sensemaking of leaders charged with CSR programme introduction. Qualitative data analysis indicated that explicit CSR is linked to an autocratic leadership style, whereas implicit CSR is more closely aligned with emergent and authentic styles. Although our results (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   9 citations  
  43.  75
    Louis W. Fry & Melanie P. Cohen (2009). Spiritual Leadership as a Paradigm for Organizational Transformation and Recovery From Extended Work Hours Cultures. Journal of Business Ethics 84 (2):265 - 278.
    Various explanations are offered to explain why employees increasingly work longer hours: the combined effects of technology and globalization; people are caught up in consumerism; and the "ideal worker norm," when professionals expect themselves and others to work longer hours. In this article, we propose that the processes of employer recruitment and selection, employee self-selection, cultural socialization, and reward systems help create extended work hours cultures (EWHC) that reinforce these trends. Moreover, we argue that EWHC organizations are becoming more prevalent (...)
    Direct download (5 more)  
     
    Export citation  
     
    My bibliography   9 citations  
  44.  17
    Q. Miao, A. Newman, J. Yu & L. Xu (2013). The Relationship Between Ethical Leadership and Unethical Pro-Organizational Behavior: Linear or Curvilinear Effects? [REVIEW] Journal of Business Ethics 116 (3):641-653.
    In this study, we examine the nature of the relationship between ethical leadership and unethical pro-organizational behavior (UPB), defined as unethical behavior conducted by employees with the aim of benefiting their organization, and whether the strength of the relationship differs between subordinates experiencing high and low identification with supervisor. Based on three-wave survey data obtained from 239 public sector employees in China, we find that ethical leadership has an inverted u-shaped (curvilinear) relationship with UPB. As the level of (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   4 citations  
  45.  14
    Tu Yidong & Lu Xinxin (2013). How Ethical Leadership Influence Employees' Innovative Work Behavior: A Perspective of Intrinsic Motivation. [REVIEW] Journal of Business Ethics 116 (2):441-455.
    Drawing on the cognitive evaluation theory, we proposed a homologous multilevel model to explore how ethical leadership influenced employees’ innovative work behavior through the mediation of intrinsic motivation at both group and individual level. With questionnaires rated by 302 employees from 34 work units of two companies in the mainland of China, we conducted multilevel analysis to examine our hypotheses. The results showed that individual innovative work behavior was positively related to both individual perception of ethical leadership and (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   4 citations  
  46.  19
    Jacqueline N. Hood (2003). The Relationship of Leadership Style and CEO Values to Ethical Practices in Organizations. Journal of Business Ethics 43 (4):263 - 273.
    This study analyzes the relationship between CEO values, leadership style and ethical practices in organizations. The ethical practices of formal statement of ethics and diversity training are included in the study, as well as four categories of values based on Rokeach's (1973) typology including personal, social, competency-based and morality-based. Results indicate that all four types of values are positively and significantly related to transformational leadership, with transactional leadership positively related to morality-based and personal values, and laissez-faire (...) negatively related to competency-based values. When size of company and values are controlled, transformational leadership explains a significant amount of change in formal statement of ethics, and transactional leadership explains a significant amount of change in diversity training. (shrink)
    Direct download (3 more)  
     
    Export citation  
     
    My bibliography   17 citations  
  47.  4
    Catherine Marsh (2013). Business Executives' Perceptions of Ethical Leadership and Its Development. Journal of Business Ethics 114 (3):565-582.
    This paper summarized the findings of a qualitative study that examines the perceptions of ethical leadership held by those who perceived themselves to be ethical leaders, and how life experiences shaped the values called upon when making ethical decisions. The experiences of 28 business executives were shared with the researcher, beginning with the recollection of a critical incident that detailed an ethical issue with which each executive had been involved. With the critical incident in mind, each executive told the (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   4 citations  
  48.  34
    Bernard Burnes & Rune Todnem By (2012). Leadership and Change: The Case for Greater Ethical Clarity. [REVIEW] Journal of Business Ethics 108 (2):239-252.
    This article addresses the relationship between the ethics underpinning leadership and change. It examines the developments in leadership and change over the last three decades and their ethical implications. It adopts a consequentialist perspective on ethics and uses this to explore different approaches to leadership and change. In particular, the article focuses on individual (egoistic) consequentialism and utilitarian consequentialism. The article argues that all leadership styles and all approaches to change are rooted in a set of (...)
    Direct download (6 more)  
     
    Export citation  
     
    My bibliography   5 citations  
  49.  38
    Linda M. Sama & Victoria Shoaf (2008). Ethical Leadership for the Professions: Fostering a Moral Community. [REVIEW] Journal of Business Ethics 78 (1-2):39 - 46.
    This paper examines the professions as examples of “moral community” and explores how professional leaders possessed of moral intelligence can make a contribution to enhance the ethical fabric of their communities. The paper offers a model of ethical leadership in the professional business sector that will improve our understanding of how ethical behavior in the professions confers legitimacy and sustainability necessary to achieving the professions’ goals, and how a leadership approach to ethics can serve as an effective tool (...)
    Direct download (4 more)  
     
    Export citation  
     
    My bibliography   10 citations  
  50.  42
    R. Edward Freeman & Ellen R. Auster (2011). Values, Authenticity, and Responsible Leadership. Journal of Business Ethics 98 (S1):15-23.
    The recent financial crisis has prompted questioning of our basic ideas about capitalism and the role of business in society. As scholars are calling for “responsible leadership” to become more of the norm, organizations are being pushed to enact new values, such as “responsibility” and “sustainability,” and pay more attention to the effects of their actions on their stakeholders. The purpose of this study is to open up a line of research in business ethics on the concept of “ (...)
    Direct download (6 more)  
     
    Export citation  
     
    My bibliography   6 citations  
1 — 50 / 1000