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  1. Sharing Strategic Decisions: CEO Humility, TMT Decentralization, and Ethical Culture.Sebastian Cortes-Mejia, Andres Felipe Cortes & Pol Herrmann - forthcoming - Journal of Business Ethics:1-20.
    Humility is increasingly recognized as an essential attribute for individuals at top management levels to build successful organizations. However, research on CEO humility has focused on how humble chief executive officers shape collective perceptions through their interactions and behaviors with other organizational members while overlooking CEOs’ critical role in making strategic decisions. We address this unexplored aspect of CEO humility by proposing that humble CEOs influence decision-making decentralization at the top management team and subsequently promote an organizational ethical culture. Using (...)
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  • 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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  • Three Nightmare Traits in Leaders.Reinout E. de Vries - 2018 - Frontiers in Psychology 9.
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  • 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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  • Leading by Example: Testing a Moderated Mediation Model of Ethical Leadership, Value Congruence, and Followers' Openness to Ethical Influence.Armin Pircher Verdorfer & Claudia Peus - 2020 - Business Ethics: A European Review 29 (2):314-332.
    Business Ethics: A European Review, EarlyView.
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  • Perceived Ethical Leadership Affects Customer Purchasing Intentions Beyond Ethical Marketing in Advertising Due to Moral Identity Self-Congruence Concerns.Niels Van Quaquebeke, Jan U. Becker, Niko Goretzki & Christian Barrot - 2019 - Journal of Business Ethics 156 (2):357-376.
    Ethical leadership has so far mainly been featured in the organizational behavior domain and, as such, treated as an intra-organizational phenomenon. The present study seeks to highlight the relevance of ethical leadership for extra-organizational phenomena by combining the organizational behavior perspective on ethical leadership with a classical marketing approach. In particular, we demonstrate that customers may use perceived ethical leadership cues as additional reference points when forming purchasing intentions. In two experimental studies, we find that ethical leadership positively affects purchasing (...)
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  • Religion-Based Decision Making in Indian Multinationals: A Multi-Faith Study of Ethical Virtues and Mindsets.Christopher Chan & Subramaniam Ananthram - 2019 - Journal of Business Ethics 156 (3):651-677.
    The convergence of India’s rich cultural and religious heritage with its rapidly transforming economy provides a unique opportunity to understand how senior executives navigate the demands of the business environment within the context of their religious convictions. Forty senior executives with varying religious backgrounds and global responsibilities within Indian multinational corporations participated in this study. Drawing from virtue ethics theory and using systematic content analysis, several themes emerged for ethical virtues. The analysis illustrates how these deeply seated ethical virtues helped (...)
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  • Does the Narcissist (and Those Around Him/Her) Pay a Price for Being Narcissistic? An Empirical Study of Leaders’ Narcissism and Well-Being.Jeremy B. Bernerth - forthcoming - Journal of Business Ethics:1-14.
    Using a social exchange perspective of narcissism as the foundation for study hypotheses, this study explored the relationship between leaders’ narcissism and the well-being of both leaders and subordinates at the individual and group levels. Results from a sample of 1017 subordinates working under 424 leaders generally support the hypothesized models finding leaders’ narcissism negatively relates to leader-member exchange, and that LMX subsequently relates to subordinates’ job satisfaction and emotional exhaustion. At the group level, leaders’ narcissism also negatively relates to (...)
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  • 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 - 2020 - Journal of Business Ethics 164 (3):477-493.
    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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  • Status Threat and Ethical Leadership: A Power-Dependence Perspective.Guangxi Zhang, Jianan Zhong & Muammer Ozer - 2018 - Journal of Business Ethics 161 (3):665-685.
    Whether, how and when do leaders engage in ethical leadership as a response to status threat? We propose that leaders facing status threat are likely to develop ethical leadership behaviors toward subordinates. Drawing on power dependence theory, we theorize that experiencing status threat augments leaders’ dependence on subordinates who can provide them with status-relevant resources. Dependence on subordinates further motivates leaders to absorb the resource constraints through displaying ethical leadership. However, if leaders are able to obtain alternative resources to cope (...)
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  • Validity of the Corporate Ethical Virtue Model in a South African Context: A Case Study.Ireze van Wyk - 2019 - African Journal of Business Ethics 13 (1).
    Ethics is reflected in the culture of an organisation. If necessary, the status of the ethical culture in an organisation can be measured. The purpose of this study was to identify an instrument that can measure ethical culture, and to establish its validity and reliability in a South African context. The Corporate Ethical Virtue Model was identified, as its validity had been subjected to reliability tests within a South African insurance company. The instrument’s reliability was confirmed through Cronbach Alpha coefficients. (...)
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  • 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.
    Over the past decade, ethical leadership has increasingly become one of the most popular topics in the areas of leadership and business ethics. As a result, there now exists a substantial body of empirical research addressing ethical leadership issues, but the findings reported by this body of research are highly fragmented. The topic has advanced to the stage where a review and synthesis of existing literature can provide great value and help move the scholarly conversation forward. The primary purposes of (...)
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  • Female Executives and Perceived Employer Attractiveness: On the Potentially Adverse Signal of Having a Female CHRO Rather Than a Female CFO.Anja Iseke & Kerstin Pull - 2019 - Journal of Business Ethics 156 (4):1113-1133.
    We investigate whether female executives influence perceived employer attractiveness for female job seekers. Drawing on signaling theory, we argue that female members in top management may signal organizational justice and organizational support and may therefore enhance perceived employer attractiveness. Findings from a scenario experiment with 357 participants indicate that female job seekers are more attracted to an organization with a female executive holding a non-stereotypical office [such as Chief Financial Officer ] as compared to an organization with an all-male top (...)
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  • Trust and Distrust Constructing Unity and Fragmentation of Organisational Culture.Johanna Kujala, Hanna Lehtimäki & Raminta Pučėtaitė - 2016 - Journal of Business Ethics 139 (4):701-716.
    While the coexistence of trust and distrust has been acknowledged in previous literature, the understanding of their connection with organisational culture is limited. This study examines how trust and distrust construct the unity and fragmentation of organisational culture. Productive working relationships can be characterised by high trust, but strong ties and high trust may also account for false organisational unity. This study shows that trust and distrust can co-exist and distrust may even increase trust in particular situations. Moreover, we describe (...)
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  • Linking Ethical Leadership with Firm Performance: A Multi-Dimensional Perspective.Dan Wang, Taiwen Feng & Alan Lawton - 2017 - Journal of Business Ethics 145 (1):95-109.
    Despite the importance of ethical leadership, the impacts of its different facets on firm-level performance are unclear. Drawing on the resource-based view of the firm and the group engagement model, we propose that ethical leadership consisting of leader humane orientation, leader responsibility and sustainability orientation and leader moderation orientation are beneficial to firm performance, and leader justice orientation plays moderating roles. We empirically tested this theoretical framework employing multi-source survey data collected from 264 Chinese firms. The findings reveal that both (...)
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  • 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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