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  1. Generational Shifts in Managerial Values and the Coming of a Unified Business Culture: A Cross-National Analysis Using European Social Survey Data.André van Hoorn - 2019 - Journal of Business Ethics 155 (2):547-566.
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  • Does It Take More Than Ideals? How Counter-Ideal Value Congruence Shapes Employees’ Trust in the Organization.Sebastian C. Schuh, Niels Van Quaquebeke, Natalija Keck, Anja S. Göritz, David De Cremer & Katherine R. Xin - 2018 - Journal of Business Ethics 149 (4):987-1003.
    Research on value congruence rests on the assumption that values denote desirable behaviors and ideals that employees and organizations strive to approach. In the present study, we develop and test the argument that a more complete understanding of value congruence can be achieved by considering a second type of congruence based on employees’ and organizations’ counter-ideal values. We examined this proposition in a time-lagged study of 672 employees from various occupational and organizational backgrounds. We used difference scores as well as (...)
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  • Business Executives' Perceptions of Ethical Leadership and Its Development.Catherine Marsh - 2013 - 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 personal (...)
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  • The Relationship Between Leaders' Group-Oriented Values and Follower Identification with and Endorsement of Leaders: The Moderating Role of Leaders' Group Membership.Matthias M. Graf, Sebastian C. Schuh, Niels Van Quaquebeke & Rolf van Dick - 2012 - Journal of Business Ethics 106 (3):301-311.
    In this article, we hypothesize that leaders who display group-oriented values (i.e., values that focus on the welfare of the group rather than on the self-interest of the leader) will be evaluated more positively by their followers than leaders who do not display group-oriented values. Importantly, we expected these effects to be more pronounced for leaders who are ingroup members (i.e., stemming from the same social group as their followers) than for leaders who are outgroup members (i.e., leaders stemming from (...)
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  • The Relationship Between Leaders' Group-Oriented Values and Follower Identification with and Endorsement of Leaders: The Moderating Role of Leaders' Group Membership. [REVIEW]Matthias M. Graf, Sebastian C. Schuh, Niels Quaquebeke & Rolf Dick - 2012 - Journal of Business Ethics 106 (3):301-311.
    In this article, we hypothesize that leaders who display group-oriented values (i.e., values that focus on the welfare of the group rather than on the self-interest of the leader) will be evaluated more positively by their followers than leaders who do not display group-oriented values. Importantly, we expected these effects to be more pronounced for leaders who are ingroup members (i.e., stemming from the same social group as their followers) than for leaders who are outgroup members (i.e., leaders stemming from (...)
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