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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]

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  1.  1
    Antecedents of Duty Orientation and Follower Work Behavior: The Interactive Effects of Perceived Organizational Support and Ethical Leadership.Nathan Eva, Alexander Newman, Qing Miao, Dan Wang & Brian Cooper - forthcoming - Journal of Business Ethics:1-13.
    Drawing on social exchange theory, the present study seeks to understand how ethical leaders channel followers’ responses to positive treatment from the organization into a dutiful mindset, resulting in in-role and extra-role performance. Specifically, it examines the influence of perceived organizational support on both followers’ job performance and organizational citizenship behaviors, and the mediating effects of duty orientation on such relationships. In addition, it examines whether the mediated effects are contingent on the ethical leadership exhibited by the team leader. Based (...)
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  2.  4
    Boundary Conditions of Ethical Leadership: Exploring Supervisor-Induced and Job Hindrance Stress as Potential Inhibitors.J. Quade Matthew, J. Perry Sara & M. Hunter Emily - forthcoming - Journal of Business Ethics:1-20.
    It is widely accepted that ethical leadership is beneficial for the organization, the leader, and followers. Yet, little has been said about potential limitations of ethical leadership, particularly boundary conditions involving the same person perceived to display ethical leadership. Drawing on conservation of resources theory, we argue that supervisor-induced hindrance stress and job hindrance stress are factors linked to the supervisor and work environment that may limit the positive impact of ethical leadership on employee deviance and turnover intentions. Specifically, we (...)
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  3.  24
    Ethical Leadership with Both “Moral Person” and “Moral Manager” Aspects: Scale Development and Cross-Cultural Validation.Weichun Zhu, Xiaoming Zheng, Hongwei He, Gang Wang & Xi Zhang - forthcoming - Journal of Business Ethics:1-19.
    The importance of ethical leadership in organizations has been increasingly recognized, especially as a shield against unethical employee behaviors and corporate misconducts. Ethical leadership has been theorized to include two aspects: “moral person” and “moral manager.” This conceptualization resonates well with Chinese teachings of Confucius on leadership and management—namely xiuji and anren. Based on the theoretical framework of ethical leadership, we develop and validate a new ethical leadership measure. Through qualitative studies and five quantitative studies, we establish the reliability and (...)
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  4.  7
    Does Ethical Leadership Motivate Followers to Participate in Delivering Compassion?Zoghbi-Manrique-de-Lara Pablo & Viera-Armas Mercedes - forthcoming - Journal of Business Ethics.
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  5.  11
    Leaders’ Core Self-Evaluation, Ethical Leadership, and Employees’ Job Performance: The Moderating Role of Employees’ Exchange Ideology.Jaehyung Ahn, Soojin Lee & Seokhwa Yun - 2018 - Journal of Business Ethics 148 (2):457-470.
    With the increasing demand for ethical standards in the current business environment, ethical leadership has received particular attention. Drawing on self-verification theory and social exchange theory, this study investigated the effect of leaders’ core self-evaluation on the display of ethical leadership and the moderating role of employees’ exchange ideology in the relationship between ethical leadership and employees’ job performance. Consistent with the hypotheses, the results from a sample of 225 dyads of employees and their immediate leaders showed a positive relationship (...)
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  6.  4
    When Moral Personality and Moral Ideology Meet Ethical Leadership: A Three-Way Interaction Model.Pei-Ju Chuang & Su-Fen Chiu - 2018 - Ethics and Behavior 28 (1):45-69.
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  7. The Power of Good: A Leader's Personal Power as a Mediator of the Ethical Leadership-Follower Outcomes Link.Daniela K. Haller, Peter Fischer & Dieter Frey - 2018 - Frontiers in Psychology 9.
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  8.  17
    Ethical Leadership: An Integrative Review and Future Research Agenda.Changsuk Ko, Jianhong Ma, Roman Bartnik, Mark H. Haney & Mingu Kang - 2018 - Ethics and Behavior 28 (2):104-132.
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  9.  5
    Narcissistic Leaders and Their Victims: Followers Low on Self-Esteem and Low on Core Self-Evaluations Suffer Most.Barbara Nevicka, Annebel H. B. De Hoogh, Deanne N. Den Hartog & Frank D. Belschak - 2018 - Frontiers in Psychology 9.
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  10.  3
    Ethical Leadership, Organic Organizational Cultures and Corporate Social Responsibility: An Empirical Study in Social Enterprises.Palvi Pasricha, Bindu Singh & Pratibha Verma - 2018 - Journal of Business Ethics 151 (4):941-958.
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  11.  3
    Ethical Leadership and Follower Moral Actions: Investigating an Emotional Linkage.Yajun Zhang, Fangfang Zhou & Jianghua Mao - 2018 - Frontiers in Psychology 9.
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  12.  7
    You May Not Reap What You Sow: How Employees’ Moral Awareness Minimizes Ethical Leadership’s Positive Impact on Workplace Deviance.Kubilay Gok, John J. Sumanth, William H. Bommer, Ozgur Demirtas, Aykut Arslan, Jared Eberhard, Ali Ihsan Ozdemir & Ahmet Yigit - 2017 - Journal of Business Ethics 146 (2):257-277.
    Although a growing body of research has shown the positive impact of ethical leadership on workplace deviance, questions remain as to whether its benefits are consistent across all situations. In this investigation, we explore an important boundary condition of ethical leadership by exploring how employees’ moral awareness may lessen the need for ethical leadership. Drawing on substitutes for leadership theory, we suggest that when individuals already possess a heightened level of moral awareness, ethical leadership’s role in reducing deviant actions may (...)
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  13.  7
    Ethical Leadership and Loyalty to Supervisor in China: The Roles of Interactional Justice and Collectivistic Orientation.Huaiyong Wang, Guangli Lu & Yongfang Liu - 2017 - Journal of Business Ethics 146 (3):529-543.
    This study examines the relation of ethical leadership with loyalty to supervisor, as well as mediating and moderating variables of this relation by proposing a moderated mediation model. Specifically, we employed time-lagged research design to collect two waves of data from 395 supervisor-subordinate dyads in 74 teams, and used multilevel structural equation modeling to test the moderated mediation model. Results indicated that ethical leadership was positively related to loyalty to supervisor, interactional justice mediated the relationship between ethical leadership and loyalty (...)
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  14.  16
    A Meta-Analytic Review of Ethical Leadership Outcomes and Moderators.Akanksha Bedi, Can M. Alpaslan & Sandy Green - 2016 - Journal of Business Ethics 139 (3):517-536.
  15.  13
    My Boss is Morally Disengaged: The Role of Ethical Leadership in Explaining the Interactive Effect of Supervisor and Employee Moral Disengagement on Employee Behaviors.Julena M. Bonner, Rebecca L. Greenbaum & David M. Mayer - 2016 - Journal of Business Ethics 137 (4):731-742.
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  16.  28
    The Moral Judgment Relationship Between Leaders and Followers: A Comparative Study Across the Taiwan Strait.Yi-Hui Ho & Chieh-Yu Lin - 2016 - Journal of Business Ethics 134 (2):299-310.
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  17.  12
    Internalized Moral Identity in Ethical Leadership.Rebekka Skubinn & Lisa Herzog - 2016 - Journal of Business Ethics 133 (2):249-260.
    The relevance of leader ethicality has moti- vated ethical leadership theory. In this paper, we emphasize the importance of moral identity for the concept of ethical leadership. We relate ethical leadership incorporating an internalized moral identity to productive deviant workplace behavior. Using qualitative empirical data we illustrate the relevance of critical situations, i.e., situations in which hypernorms and organizational norms diverge, for the distinction of ethical leaders with or without internalized moral identities. Our paper takes a multidisciplinary approach integrating insight (...)
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  18.  11
    Do Ethical Leaders Give Followers the Confidence to Go the Extra Mile? The Moderating Role of Intrinsic Motivation.Yidong Tu & Xinxin Lu - 2016 - Journal of Business Ethics 135 (1):129-144.
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  19.  21
    Doing Well by Doing Good? Analyzing the Relationship Between CEO Ethical Leadership and Firm Performance.Silke Astrid Eisenbeiss, Daan van Knippenberg & Clemens Maximilian Fahrbach - 2015 - Journal of Business Ethics 128 (3):635-651.
    Business ethics and firm economic performance have traditionally often been regarded as mutually exclusive ends. We challenge this “either-or” belief and analyze when and how ethical firm leadership and firm performance may harmonize well. In extension of earlier research on ethical leadership and performance at the individual and team level, we study the context–dependency of the organization level relationship between CEO ethical leadership and firm performance. We propose a moderated mediation model of the link between CEO ethical leadership and firm (...)
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  20.  19
    Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance.Pedro Neves & Joana Story - 2015 - Journal of Business Ethics 127 (1):165-176.
    The interest in ethical leadership has grown in the past few years, with an emphasis on the mechanisms through which it affects organizational life. However, research on the boundary conditions that limit and/or enhance its effectiveness is still scarce, especially concerning one of the main misconceptions about ethical leadership, its incompatibility with effectiveness . Thus, the present study examines the relationship between ethical leadership and organizational deviance via affective commitment to the organization, as a reflection of the quality of the (...)
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  21.  5
    Narcissism and Counterproductive Workplace Behaviors Among Iranian Managers and Nonmanagerial Employees.Asal Aghaz, Maryam S. Sharifi Atashgah & Masoomeh Zoghipour - 2014 - Asian Journal of Business Ethics 3 (2):155-169.
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  22.  21
    Unpacking the Goal Congruence–Organizational Deviance Relationship: The Roles of Work Engagement and Emotional Intelligence. [REVIEW]Dirk De Clercq, Dave Bouckenooghe, Usman Raja & Ganna Matsyborska - 2014 - Journal of Business Ethics 124 (4):1-17.
    Drawing from research on person–organization fit, work engagement, and emotional intelligence, this study investigates the mediating role of work engagement in the link between goal congruence and organizational deviance, as well as how this mediating effect might be moderated by emotional intelligence. Data captured from 272 employees of four IT companies show that the goal congruence between employees and their supervisor negatively affects the former’s organizational deviance, though this effect disappears when controlling for the intermediate role of work engagement. Further, (...)
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  23.  39
    New Insights Into Ethical Leadership: A Qualitative Investigation of the Experiences of Executive Ethical Leaders.Colina Frisch & Markus Huppenbauer - 2014 - Journal of Business Ethics 123 (1):23-43.
  24.  27
    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?Alexander Newman, Kohyar Kiazad, Qing Miao & Brian Cooper - 2014 - 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, we found that (...)
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  25.  1
    When Does Ethical Leadership Affect Workplace Incivility? The Moderating Role of Follower Personality.Shannon G. Taylor & Marshall W. Pattie - 2014 - Business Ethics Quarterly 24 (4):595-616.
  26.  37
    Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Politics and the Moderating Role of Political Skill. [REVIEW]K. Michele Kacmar, Martha C. Andrews, Kenneth J. Harris & Bennett J. Tepper - 2013 - 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 perceptions of (...)
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  27.  15
    Identity, Moral, and Equity Perspectives on the Relationship Between Experienced Injustice and Time Theft.Yan Liu & Christopher M. Berry - 2013 - Journal of Business Ethics 118 (1):73-83.
    Time theft is a costly burden on organizations. However, there is limited knowledge about why time theft occurs. To advance this line of research, this conceptual paper looks at the association between organizational injustice and time theft from identity, moral, and equity perspectives. This paper proposes that organizational injustice triggers time theft through decreased organizational identification. It also proposes that moral disengagement and equity sensitivity moderate this process such that organizational identification is less likely to mediate among employees with high (...)
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  28.  34
    The Relationship Between Ethical Leadership and Unethical Pro-Organizational Behavior: Linear or Curvilinear Effects? [REVIEW]Q. Miao, A. Newman, J. Yu & L. Xu - 2013 - 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 ethical leadership (...)
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  29.  7
    Does the Ethical Leadership of Supervisors Generate Internal Social Capital?David Pastoriza & Miguel A. Ariño - 2013 - Journal of Business Ethics 118 (1):1-12.
    Ethics has recently gained prominence in debates surrounding social capital creation. Despite the significant theoretical progress in this field, it still lacks empirical research. The goal of this study is to empirically explore the ethical leadership of supervisors as an antecedent of the firm’s social capital. We build on social learning theory to argue that employees can learn standards of appropriate behavior by observing the behavior of role models. By displaying and enforcing ethical behavior, supervisors can facilitate the process through (...)
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  30.  70
    Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership. [REVIEW]James B. Avey, Tara S. Wernsing & Michael E. Palanski - 2012 - 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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  31.  18
    Identity Talk of Aspirational Ethical Leaders.Juliette Koning & Jeff Waistell - 2012 - Journal of Business Ethics 107 (1):65-77.
    This study investigates how business leaders dynamically narrate their aspirational ethical leadership identities. In doing so, it furthers understanding of ethical leadership as a process situated in time and place. The analysis focuses on the discursive strategies used to narrate identity and ethics by ethnic Chinese business leaders in Indonesia after their conversion to Pentecostal–charismatic Christianity. By exploring the use of metaphor, our study shows how these business leaders discursively deconstruct their ‘old’ identities and construct their ‘new’ aspirational identities as (...)
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  32.  35
    Coping with Job Insecurity: The Role of Procedural Justice, Ethical Leadership and Power Distance Orientation. [REVIEW]Raymond Loi, Long W. Lam & Ka Wai Chan - 2012 - 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 and Southern (...)
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  33.  77
    Relationships Between Authentic Leadership, Moral Courage, and Ethical and Pro-Social Behaviors.Sean T. Hannah, Bruce J. Avolio & Fred O. Walumbwa - 2011 - Business Ethics Quarterly 21 (4):555-578.
    Organizations constitute morally-complex environments, requiring organization members to possess levels of moral courage sufficient to promote their ethical action, while refraining from unethical actions when faced with temptations or pressures. Using a sample drawn from a military context, we explored the antecedents and consequences of moral courage. Results from this four-month field study demonstrated that authentic leadership was positively related to followers’ displays of moral courage. Further, followers’ moral courage fully mediated the effects of authentic leadership on followers’ ethical and (...)
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