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Akanksha Bedi, Can M. Alpaslan & Sandy Green (2016). A Meta-Analytic Review of Ethical Leadership Outcomes and Moderators.

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  1.  1
    A Multifocal and Integrative View of the Influencers of Ethical Attitudes Using Qualitative Configurational Analysis.Nicole A. Celestine, Catherine Leighton & Chris Perryer - forthcoming - Journal of Business Ethics:1-20.
    Ethical attitudes and behaviour are complex. This complexity extends to the influencers operating at different levels both outside and within the organisation, and in different combinations for different individuals. There is hence a growing need to understand the proximal and distal influencers of ethical attitudes, and how these operate in concert at the individual, organisational, and societal levels. Few studies have attempted to combine these main research streams and systematically examine their combined impact. The minority of studies that have taken (...)
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  2.  1
    Mirroring the Boss: Ethical Leadership, Emulation Intentions, and Salesperson Performance.Vishag Badrinarayanan, Indu Ramachandran & Sreedhar Madhavaram - forthcoming - Journal of Business Ethics:1-16.
    Although a number of studies have demonstrated that perceived ethical leadership engenders beneficial follower outcomes, there is a dearth of research on ethical leadership in the sales context. This is surprising given that salespersons constantly face ethical challenges in their work environment and ethical leadership could provide them with appropriate guidelines for navigating such challenges successfully. Focusing on the salesperson’s perspective and responding to calls for investigating underlying processes responsible for the effects of ethical leadership, this study proposes that sales (...)
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  3.  2
    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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  4.  2
    Indigenous Insights Into Ethical Leadership: A Study of Māori Leaders.Jarrod Haar, Maree Roche & David Brougham - forthcoming - Journal of Business Ethics:1-20.
    The need for ethical leadership in navigating today’s complex, global and competitive organisations has been established. While research has confirmed the importance of ethical leaders in promoting positive organisational and employee outcomes, scant research has examined the antecedents of ethical leadership. Furthermore, there has been a call for further examination of leadership models, particularly indigenous leadership models. Responding to these issues, this study suggests Māori leaders’ values add insights into enhancing ethical leadership. Three studies confirm the role of Māori values (...)
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  5. When Do Followers Perceive Their Leaders as Ethical? A Relational Models Perspective of Normatively Appropriate Conduct.Natalija Keck, Steffen R. Giessner, Niels Van Quaquebeke & Erica Kruijff - forthcoming - Journal of Business Ethics:1-17.
    In the aftermath of various corporate scandals, management research and practice have taken great interest in ethical leadership. Ethical leadership is referred to as “normatively appropriate conduct” :117–134, 2005), but the prescriptive norms that actually underlie this understanding constitute an open question. We address this research gap by turning to relational models theory, which contextualizes four distinct moralities in four distinct interactional norms. We expect that the norms inherent in each model dictate the type of leader relationship that followers deem (...)
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  6.  4
    Supervisor-Subordinate Agreement on Ethical Leadership: An Investigation of its Antecedents and Relationship to Organizational Deviance.Maribeth Kuenzi, Michael E. Brown, David M. Mayer & Manuela Priesemuth - forthcoming - Business Ethics Quarterly:1-29.
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  7.  3
    Self-Control Puts Character Into Action: Examining How Leader Character Strengths and Ethical Leadership Relate to Leader Outcomes.John J. Sosik, Jae Uk Chun, Ziya Ete, Fil J. Arenas & Joel A. Scherer - forthcoming - Journal of Business Ethics:1-17.
    Evidence from a growing number of studies suggests leader character as a means to advance leadership knowledge and practice. Based on this evidence, we propose a process model depicting how leader character manifests in ethical leadership that has positive psychological and performance outcomes for leaders, along with the moderating effect of leaders’ self-control on the character strength–ethical leadership–outcomes relationships. We tested this model using multisource data from 218 U.S. Air Force officers and their subordinates and superiors. Findings provide initial support (...)
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  8.  15
    Ethics Lead the Way Despite Organizational Politics.Ufuk Başar, Ünsal Sığrı & H. Nejat Basım - 2018 - Asian Journal of Business Ethics 7 (1):81-101.
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  9.  1
    Ethical Leadership as Antecedent of Job Satisfaction, Affective Organizational Commitment and Intention to Stay Among Volunteers of Non-Profit Organizations.Paula Benevene, Laura Dal Corso, Alessandro De Carlo, Alessandra Falco, Francesca Carluccio & Maria Luisa Vecina - 2018 - Frontiers in Psychology 9.
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  10.  4
    Corporate Social Responsibility and Ethical Leadership: Investigating Their Interactive Effect on Employees’ Socially Responsible Behaviors.Kenneth De Roeck & Omer Farooq - 2018 - Journal of Business Ethics 151 (4):923-939.
    This research investigates the interlinkage between corporate social responsibility and ethical leadership in inducing employees’ socially responsible behaviors. Specifically, building on organizational identification theory and cue consistency theory, we develop and test an integrated moderated mediation framework in which employees’ perception of ethical leadership moderates the mediating mechanism between their perceptions of CSR, organizational identification, and SRBs. The findings highlight the need for consistency between employees’ perceptions of CSR and ethical leadership to foster their propensity to further social good through (...)
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  11.  1
    Just the Right Amount of Ethics Inspires Creativity: A Cross-Level Investigation of Ethical Leadership, Intrinsic Motivation, and Employee Creativity.Jie Feng, Yucheng Zhang, Xinmei Liu, Long Zhang & Xiao Han - 2018 - Journal of Business Ethics 153 (3):645-658.
    Based on ideology-infused psychological contract theory and cognitive evaluation theory, this study investigated the curvilinear relationship between ethical leadership and employee creativity. A curvilinear mediation model was proposed to explain the impact of ethical leadership on creativity, using employee intrinsic motivation as the mediator. Applying a two wave sampling design that consist 258 employees and their leaders, we found that employee creativity improved as ethical leadership increased from low to moderate levels. However, the employee creativity improvement was attenuated when ethical (...)
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  12.  19
    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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  13.  4
    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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  14. How Does Ethical Leadership Trickle Down? Test of an Integrative Dual-Process Model.Zhen Wang, Haoying Xu & Yukun Liu - 2018 - Journal of Business Ethics 153 (3):691-705.
    Although the trickle-down effect of ethical leadership has been documented in the literature, its underlying mechanism still remains largely unclear. To address this gap, we develop a cross-level dual-process model to explain how the effect occurs. Drawing on social learning theory, we hypothesize that the ethical leadership of high-level managers could cascade to middle-level supervisors via its impact on middle-level supervisors’ two ethical expectations. Using a sample of 69 middle-level supervisors and 381 subordinates across 69 sub-branches from a large banking (...)
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  15.  1
    Cross-Domain Effects of Ethical Leadership on Employee Family and Life Satisfaction: The Moderating Role of Family-Supportive Supervisor Behaviors.Shuxia Zhang & Yidong Tu - 2018 - Journal of Business Ethics 152 (4):1085-1097.
    Drawing on the work–family enrichment theory, the present study investigates the cross-domain effects of ethical leadership on employees’ family and life satisfaction. Moreover, it focuses on the mediating role of work–family enrichment and the moderated mediation process of family-supportive supervisor behaviors underlying the relationship between ethical leadership and employees’ family and life satisfaction. Using a sample of 371 employees and their immediate supervisors in China, we found that WFE mediated the relationship between ethical leadership and employee-rated and supervisor-rated family and (...)
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  16.  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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