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  1. Psychology and Business Ethics: A Multi-level Research Agenda.Gazi Islam - 2020 - Journal of Business Ethics 165 (1):1-13.
    Arguing that psychology and business ethics are best brought together through a multi-level, broad-based agenda, this essay articulates a vision of psychology and business ethics to frame a future research agenda. The essay draws upon work published in JBE, but also identifies gaps where published research is needed, to build upon psychological conceptions of business ethics. Psychological concepts, notably, are not restricted to phenomena “in the head”, but are discussed at the intra-psychic, relational, and contextual levels of analysis. On the (...)
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  • 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 - 2019 - Journal of Business Ethics 158 (2):547-565.
    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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  • The Moral Entrepreneur: A New Component of Ethical Leadership.Muel Kaptein - 2019 - Journal of Business Ethics 156 (4):1135-1150.
    Ethical leadership has become a popular subject of empirical research in recent years. Most studies follow Brown et al.’s definition of ethical leadership, which consists of two components: the moral person and the moral manager. In this paper, I argue for a third relevant component: i.e., the moral entrepreneur who creates a new ethical norm. Viewing moral entrepreneurship as a new component of ethical leadership opens up avenues for studying various antecedents and outcomes of ethical leadership that have not been (...)
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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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  • 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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  • Ethical Evaluations of Business Students in an Emerging Market: Effects of Ethical Sensitivity, Cultural Values, Personality, and Religiosity.Ali Kara, José I. Rojas-Méndez & Mehmet Turan - 2016 - Journal of Academic Ethics 14 (4):297-325.
    Business ethics has become a very important concern in global business and understanding the effects of various factors on ethical judgments continues to attract research and practitioner attention. Using the Multidimensional Ethics Scale with its five generally accepted philosophical constructs, and vignettes developed by Cohen et al., current study investigates the relationship between cultural values, personality, religiosity and the ethical sensitivity of business students. We focus on a rapidly emerging country, Turkey, whose economic environment is similar to that of the (...)
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  • Indigenous Insights Into Ethical Leadership: A Study of Māori Leaders.Jarrod Haar, Maree Roche & David Brougham - 2019 - Journal of Business Ethics 160 (3):621-640.
    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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  • Recruiting Dark Personalities for Earnings Management.Ling L. Harris, Scott B. Jackson, Joel Owens & Nicholas Seybert - 2022 - Journal of Business Ethics 178 (1):193-218.
    Prior research indicates that managers’ dark personality traits increase their tendency to engage in disruptive and unethical organizational behaviors including accounting earnings management. Other research suggests that the prevalence of dark personalities in management may represent an accidental byproduct of selecting managers with accompanying desirable attributes that fit the stereotype of a “strong leader.” Our paper posits that organizations may hire some managers who have dark personality traits because their willingness to push ethical boundaries aligns with organizational objectives, particularly in (...)
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  • Hardworking as a Heuristic for Moral Character: Why We Attribute Moral Values to Those Who Work Hard and Its Implications.Clinton Amos, Lixuan Zhang & David Read - 2019 - Journal of Business Ethics 158 (4):1047-1062.
    The Protestant Work Ethic is a powerful force in Western culture with far reaching effects on our values and judgments. While research on PWE as a cultural value is abundant in diverse disciplines, little research has explored how this cultural value facilitates the use of heuristics when evaluating the morality of others. Using both PWE and illusory correlation as foundations, this paper explores whether people attribute positive moral characteristics to others merely based upon a description as hardworking. Three experiments suggest (...)
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  • U.S. CEOs of SBUs in Luxury Goods Organizations: A Mixed Methods Comparison of Ethical Decision-Making Profiles.Jacqueline C. Wisler - 2018 - Journal of Business Ethics 149 (2):443-518.
    This study involved using a mixed method research design to examine the moral philosophy difference between the ethical decision-making process of CEOs in U.S.-led and non-U.S.-led within the luxury goods industry. The study employed a MANOVA to compare the ethical profiles between the two leader types and a phenomenological qualitative process to locate themes that give indication as to the compatibility of the luxury strategy values and practices with the principles and concepts of responsible leadership and conscious capitalism. As the (...)
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  • Ethical Behavior in Leadership: A Bibliometric Review of the Last Three Decades.María Pilar Gamarra & Michele Girotto - 2022 - Ethics and Behavior 32 (2):124-146.
    ABSTRACT Although much has been written about ethical behavior and leadership, few studies have analyzed the relationship between them. The purpose of this review is to identify the main research topics, their evolution over time, the areas and countries that dominate the focus of the research, the authors and journals, and the methodologies used. The authors identified 291 articles published in 65 Web of Science-indexed journals between 1987 and 2020. The review found that the knowledge base on leaders’ ethical behavior (...)
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  • Who Are These People? Personality Traits and Judgments About Trade Secret Misappropriation in Post‐Employment Activities.Hélène Delerue & Mariam Hamid - 2015 - Business Ethics: A European Review 24 (3):315-331.
    Trade secret theft is a problem that almost all organizations face. The greatest threat is employee mobility and potential unethical post-employment behavior. This study investigates the role of individual personality traits in judgments about trade secret misappropriation. Our hypotheses were tested in three studies addressing three different situational contexts: current employees, employees about to be laid off, and students who had quit their job. Relationships were estimated with robust regression. The results show that some personality traits predict judgment about another (...)
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  • Personal Attributes, Organizational Conditions, and Ethical Attitudes: A Social Cognitive Approach.Dirk Holtbrügge, Anastasia Baron & Carina B. Friedmann - 2015 - Business Ethics: A European Review 24 (3):264-281.
    This paper investigates the impact of personal attributes and organizational conditions on attitudes toward corporate misdeeds. On the basis of social cognitive theory, we develop hypotheses that are tested against data collected from 215 German employees using an online survey. Our findings suggest that personal attributes have a much greater impact on ethical attitudes than organizational conditions. Further, a moderating effect of control-oriented culture on the relationship between personality traits and attitudes toward corporate misdeeds is found. We derive implications for (...)
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  • To Cheat or Not to Cheat?: The Role of Personality in Academic and Business Ethics.Virginia K. Bratton & Connie Strittmatter - 2013 - Ethics and Behavior 23 (6):427-444.
    Past research (Lawson, 2004; Nonis & Swift, 2001) has revealed a correlation between academic and business ethics. Using a sample survey, this study extends this inquiry by examining the role of dispositional variables (neuroticism, extraversion, and conscientiousness) and academic honesty on business ethics perceptions. Results indicate that (1) neuroticism and conscientiousness were positively related to more ethical perceptions in a work context, and (2) academic honesty partially mediated the relationship between conscientiousness and business ethics. Implications to business practitioners and educators (...)
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  • Multi‐Source Research Designs on Ethical Leadership: A Literature Review.Anabela Magalhães, Nuno Rebelo dos Santos & Leonor Pais - 2019 - Business and Society Review 124 (3):345-364.
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  • Leader Goal Orientation and Ethical Leadership: A Socio-Cognitive Approach of the Impact of Leader Goal-Oriented Behavior on Employee Unethical Behavior.Dennis J. Marquardt, Wendy J. Casper & Maribeth Kuenzi - 2020 - Journal of Business Ethics 172 (3):545-561.
    Ethical leadership is an important construct in the literature on behavioral ethics in organizations, given its link with employee attitudes and behaviors. What remains unclear, however, is what leader characteristics are associated directly with ethical leader perceptions and indirectly with employee unethical behavior. In this paper, we use a socio-cognitive lens to integrate goal orientation theory with the literature on ethical behavior in organizations. Specifically, we propose that certain patterns of managers’ goal-oriented behavior provide signals and cues to employees about (...)
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  • Sāttvika Leadership: An Indian Model of Positive Leadership.Kumar Alok - 2017 - Journal of Business Ethics 142 (1):117-138.
    I propose a leadership theory with moral concerns at its core. Sāttvika leadership is defined as a set of purposive leader actions comprising knowledge-driven cooperation that are initiated on the basis of positive and reasonably accurate assumptions and executed through morally responsible and sustainably fruitful means to secure the flourishing of followers and the collective. SL enhances psychological capital, psychological empowerment, and work engagement of followers while developing them into morally better persons. It enhances their trust on the leader and (...)
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  • The Influence of Demonstrated Concern on Perceived Ethical Leadership: A Levinasian Approach.Corey Steiner - 2020 - Philosophy of Management 19 (4):447-467.
    This paper brings empirical and theoretical studies of ethical leadership into conversation with one another in an effort to determine the antecedent to perceived ethical leadership. Employing a Levinasian perspective, I argue that ethical leadership entails being faced with the impossible task of realizing the needs of many individual others. For this reason, I argue, perceived ethical leadership is grounded in an employee’s perception that a leader struggles to make decisions based on the conflicting demands placed upon her. More important (...)
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  • The Big 5 Personality Traits and Willingness to Justify Unethical Behavior—A Cross-National Examination.Aditya Simha & Praveen K. Parboteeah - 2020 - Journal of Business Ethics 167 (3):451-471.
    In this paper, we examine the relationships between three of the Big 5 personality traits and willingness to justify unethical behavior. We also consider the moderating relationship of four of the GLOBE cultural dimensions on the above relationship. We tested our propositions on a sample of 38,655 individuals from 23 different countries obtained from the latest data available from the World Values Survey Group’s survey. We found that conscientiousness and agreeableness were both negatively associated with willingness to justify unethical behavior. (...)
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  • When and for Whom Ethical Leadership is More Effective in Eliciting Work Meaningfulness and Positive Attitudes: The Moderating Roles of Core Self-Evaluation and Perceived Organizational Support.Zhen Wang & Haoying Xu - 2019 - Journal of Business Ethics 156 (4):919-940.
    Despite urgent calls for more research on the integration of business ethics and the meaning of work, to date, there have been few corresponding efforts, and we know surprisingly little about this relationship. In this study, we address this issue by examining when and for whom ethical leadership is more effective in promoting a sense of work meaningfulness among employees, and their subsequent work attitudes. Drawing on the contingency theories of leadership and work meaningfulness literature, we speculate that both employees’ (...)
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  • 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.
    A growing body of research suggests that follower perceptions of ethical leadership are associated with beneficial follower outcomes. However, some empirical researchers have found contradictory results. In this study, we use social learning and social exchange theories to test the relationship between ethical leadership and follower work outcomes. Our results suggest that ethical leadership is related positively to numerous follower outcomes such as perceptions of leader interactional fairness and follower ethical behavior. Furthermore, we explore how ethical leadership relates to and (...)
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  • 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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  • The Family That Prays Together Stays Together: Toward a Process Model of Religious Value Transmission in Family Firms.Francesco Barbera, Henry X. Shi, Ankit Agarwal & Mark Edwards - 2020 - Journal of Business Ethics 163 (4):661-673.
    Research indicates that religious values and ethical behavior are closely associated, yet, at a firm level, the processes by which this association occurs are poorly understood. Family firms are known to exhibit values-based behavior, which in turn can lead to specific firm-level outcomes. It is also known that one’s family is an important incubator, enabler, and perpetuator of religious values across successive generations. Our study examines the experiences of a single, multigenerational business family that successfully enacted their religious values in (...)
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  • Do Role Models Matter? An Investigation of Role Modeling as an Antecedent of Perceived Ethical Leadership.Michael E. Brown & Linda K. Treviño - 2014 - Journal of Business Ethics 122 (4):1-12.
    Thus far, we know much more about the significant outcomes of perceived ethical leadership than we do about its antecedents. In this study, we focus on multiple types of ethical role models as antecedents of perceived ethical leadership. According to social learning theory, role models facilitate the acquisition of moral and other types of behavior. Yet, we do not know whether having had ethical role models influences follower perceptions of one’s ethical leadership and, if so, what kinds of role models (...)
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  • Individual and Organizational Predictors of the Ethicality of Graduate Students’ Responses to Research Integrity Issues.Philip J. Langlais & Blake J. Bent - 2014 - Science and Engineering Ethics 20 (4):897-921.
    The development of effective means to enhance research integrity by universities requires baseline measures of individual, programmatic, and institutional factors known to contribute to ethical decision making and behavior. In the present study, master’s thesis and Ph.D. students in the fields of biological, health and social sciences at a research extensive university completed a field appropriate measure of research ethical decision making and rated the seriousness of the research issue and importance for implementing the selection response. In addition they were (...)
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  • The Trickle-Down Effect of Authoritarian Leadership on Unethical Employee Behavior: A Cross-Level Moderated Mediation Model.Jiang Rui & Lin Xin Qi - 2021 - Frontiers in Psychology 11.
    Authoritarian leadership is of great significance to eastern countries, including China. Meanwhile, unethical employee behavior also exists in all types of social organizations. The relationship between authoritarian leadership and unethical employee behavior is worth studying. Senior leaders often do not have a direct influence on employees except for through their immediate supervisors. The leadership style of senior leaders also influences the leadership style of their subordinates. This paper studies how authoritarian manager leadership trickles down to unethical employee behavior through authoritarian (...)
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  • Employee–Organization Pro-Environmental Values Fit and Pro-Environmental Behavior: The Role of Supervisors’ Personal Values.Hui Lu, Xia Liu, Hong Chen & Ruyin Long - 2019 - Science and Engineering Ethics 25 (2):519-557.
    This study examines the relationship among the employees–organization pro-environmental values fit, supervisors’ PEVs and employees’ pro-environmental behaviors. Informed by the PEB, organizational values and employee–organization fit literature, we propose and test hypotheses that under egoistic, altruistic and biosphere-value orientations, E–O PEVs fit versus non-fit have significant effects on employees’ private-sphere PEB and public-sphere PEB, identifying supervisors’ PEVs as a moderator. An empirical investigation indicates that the effect of E–O PEVs fit on employees’ private-sphere PEB and public-sphere PEB varies as the (...)
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  • In Search of Sustainable Behaviour: The Role of Core Values and Personality Traits.Joel Marcus & Jason Roy - 2019 - Journal of Business Ethics 158 (1):63-79.
    Understanding the individual-level factors associated with sustainable behaviour in the workplace is important to advance corporate ethics and sustainability efforts. In two studies, we simultaneously assess the role of core values and personality traits in relation to a broad set of sustainability actions, both beneficial and harmful. Results from a student sample and then a national sample confirm that values and personality are distinct constructs that incrementally and differentially predict economic, social, and environmental outcomes. We successfully replicate previous findings pertaining (...)
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  • Circles of Ethics: The Impact of Proximity on Moral Reasoning.Cristina Wildermuth, Carlos A. De Mello E. Souza & Timothy Kozitza - 2017 - Journal of Business Ethics 140 (1):17-42.
    We report the results of an experiment designed to determine the effects of psychological proximity—proxied by awareness of pain and friendship—on moral reasoning. Our study tests the hypotheses that a moral agent’s emphasis on justice decreases with proximity, while his/her emphasis on care increases. Our study further examines how personality, gender, and managerial status affect the importance of care and justice in moral reasoning. We find support for the main hypotheses. We also find that care should be split into two (...)
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  • 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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  • Ethical Leadership Begets Ethical Leadership: Exploring Situational Moderators of the Trickle-Down Effect.Damian F. O’Keefe, Glen T. Howell & Erinn C. Squires - 2020 - Ethics and Behavior 30 (8):581-600.
    The current study investigated the role that perceived ethicality of one’s leader, as well as perceptions of organizational climate and justice, have in shaping one’s own ethical leadership. We expected positive perceptions of organizational climate and justice to increase the trickle-down effect of ethical leadership from higher to lower levels. We used ratings of ethical leadership from 286 followers nested within 167 leaders, who provided ratings of their own leader’s ethical leadership as well as their perception of the ethical climate (...)
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  • Validation of a German Version of the Ethical Leadership at Work Questionnaire by Kalshoven Et Al.Barbara Steinmann, Annika Nübold & Günter W. Maier - 2016 - Frontiers in Psychology 7.
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  • The Relation Between Supervisors’ Big Five Personality Traits and Employees’ Experiences of Abusive Supervision.Jeroen Camps, Jeroen Stouten & Martin Euwema - 2016 - Frontiers in Psychology 7.
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  • Angels and Demons: The Effect of Ethical Leadership on Machiavellian Employees’ Work Behaviors.Frank D. Belschak, Deanne N. Den Hartog & Annebel H. B. De Hoogh - 2018 - Frontiers in Psychology 9.
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  • CEO Bright and Dark Personality: Effects on Ethical Misconduct.James R. Van Scotter & Karina De Déa Roglio - 2020 - Journal of Business Ethics 164 (3):451-475.
    In recent years, misconduct by CEOs has led to firings, scandals, and financial losses for companies. Our study explores personality antecedents of CEO misconduct using Five-Factor Model personality traits and personality disorder profile similarity indices. The sample of 259 CEOs used in the analysis includes CEOs who were involved in well-publicized misconduct scandals as well as CEOs who had no misconduct scandals. Teams of trained raters measured CEO personality using psychometric personality rating scales and video-based assessment methods. Logistic regression results (...)
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  • Understanding Pay Satisfaction: Effects of Supervisor Ethical Leadership on Job Motivating Potential Influence.Pablo Ruiz-Palomino, Francisco J. Sáez-Martínez & Ricardo Martínez-Cañas - 2013 - Journal of Business Ethics 118 (1):31-43.
    Traditionally, research focused on determining the causes of employee pay satisfaction has investigated the influence of job-related inputs, both extrinsic and intrinsic to the job itself. Together with these inputs, pay-related fairness issues have played an important role in explaining the phenomenon. However, few studies consider the factors linked to fairness issues, such as ethical leadership. Because ethical leadership necessarily entails the concept of fairness, it seemingly should have a positive effect. Furthermore, because the presence of supervisor ethical leadership (SEL) (...)
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  • Ethical Leadership and Work Engagement: A Moderated Mediation Model.Rana Muhammad Naeem, Qingxiong Weng, Zahid Hameed & Muhammad Imran Rasheed - 2020 - Ethics and Behavior 30 (1):63-82.
    Drawing on social cognitive theory, this study extends our understanding of the relationship between ethical leadership and employee work engagement, by exploring self-efficacy as an important mediating variable. In addition, we propose that the quality of LMX moderates the relationships such that the direct and indirect relationships between ethical leadership, self-efficacy, and work engagement are stronger when the quality of LMX is high. Data collected in two-waves from 373 respondents working in different manufacturing organizations of Pakistan supported our hypothesized theoretical (...)
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  • Work Engagement and Machiavellianism in the Ethical Leadership Process.Deanne N. Den Hartog & Frank D. Belschak - 2012 - 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 the model. (...)
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  • 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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  • 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.
    Ethical leadership has become a thriving research field. However, on reviewing previous research, we argue that several fundamental questions remain unclear and need further investigation. Ethical leaders are defined as behaving ‘normatively appropriate[ly]’ :117–134, 2005), but it remains unclear what this entails. What specific behaviours does an ethical leader show? To date, ethical leadership has focused primarily on leader behaviour towards employees. Which stakeholders apart from employees are important to the ethical leader, and what kind of ethical behaviour does the (...)
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  • Dynamic Interactions of Agency in Leadership : An Integrative Framework for Analysing Agency in Sustainability Leadership.Rachel Wolfgramm, Sian Flynn-Coleman & Denise Conroy - 2015 - Journal of Business Ethics 126 (4):649-662.
    This article investigates agency as a way of being and acting in sustainability leadership. Our primary aim is to enhance understanding of agentic strategies that facilitate transcending systemic complexities in sustainability leadership. We make a distinction in our analytical approach by drawing from Emirbayer and Mische’s conceptualisation of agency as ‘an interactive process of reflexive transformation and relational pragmatics, a temporally embedded process of social engagement, informed by the past, oriented towards the future and enacted in the present’ . We (...)
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  • Linking Ethical Leadership to Employee Well-Being: The Role of Trust in Supervisor.Aamir Chughtai, Marann Byrne & Barbara Flood - 2015 - Journal of Business Ethics 128 (3):653-663.
    Focusing on the supervisor–trainee relationship, this research set out to examine the impact of ethical leadership on two indicators of work-related well-being: work engagement and emotional exhaustion. Furthermore, this study sought to examine the mediating role of trust in supervisor in these relationships. Survey data were collected at two different points in time from 216 trainee accountants drawn from a variety of organisations. Structural equation modelling was used to test the research hypotheses. Results showed that, as hypothesised, trust in supervisor (...)
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  • Work Engagement and Machiavellianism in the Ethical Leadership Process.Deanne N. Hartog & Frank D. Belschak - 2012 - 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 the model. (...)
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  • Ethical Leaders and Their Followers: The Transmission of Moral Identity and Moral Attentiveness.Weichun Zhu, Linda K. Treviño & Xiaoming Zheng - 2016 - Business Ethics Quarterly 26 (1):95-115.
    ABSTRACT:In the expanding field of ethical leadership research, little attention has been paid to the association between ethical leaders’ ethical characteristics and perceived ethical leadership, and, more importantly, the potential influence of ethical leadership on followers’ ethical characteristics. In this study, we tested a theoretical model based upon social cognitive theory to examine leaders’ moral identity and moral attentiveness as antecedents of perceived ethical leadership, and follower moral identity and moral attentiveness as outcomes of ethical leadership. Based upon data from (...)
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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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  • The Mind is Willing, but the Situation Constrains: Why and When Leader Conscientiousness Relates to Ethical Leadership.Mayowa T. Babalola, Michelle C. Bligh, Babatunde Ogunfowora, Liang Guo & Omale A. Garba - 2019 - Journal of Business Ethics 155 (1):75-89.
    While previous research has established that employees who have a more conscientious leader are more likely to perceive that their leader is ethical, the underlying mechanisms and boundary conditions of this linkage remain unknown. In order to better understand the relationship between leader conscientiousness and ethical leadership, we examine the potential mediating role of leader moral reflectiveness, as well as the potential moderating role of decision-making autonomy. Drawing from social cognitive theory, results from two samples of workgroup leaders and their (...)
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  • The Moderating Roles of Follower Conscientiousness and Agreeableness on the Relationship Between Peer Transparency and Follower Transparency.Cass Shum, Anthony Gatling, Laura Book & Billy Bai - 2019 - Journal of Business Ethics 154 (2):483-495.
    Transparency is an underpinning of workplace ethics. However, most of the existing research has focused on the relationship between leader transparency and its consequences. Drawing on social and self-regulation theory research, we examine the antecedents of followers’ transparency. Specifically, we propose that followers have higher levels of transparency when they are working with peers who have a high level of transparency. We further suggest that followers’ conscientiousness and agreeableness moderate the relationship between peer transparency and followers’ transparency. Using a time-lagged (...)
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  • What is Ethical Competence? The Role of Empathy, Personal Values, and the Five-Factor Model of Personality in Ethical Decision-Making.Rico Pohling, Danilo Bzdok, Monika Eigenstetter, Siegfried Stumpf & Anja Strobel - 2016 - Journal of Business Ethics 137 (3):449-474.
    The objective of the present research was two-fold: to provide a new definition of ethical competence, and to clarify the influence of empathy, personal values, and the five-factor model of personality on ethical competence. The present research provides a comprehensive overview about recent approaches and empirically explores the interconnections of these constructs. 366 German undergraduate students were examined in a cross-sectional study that investigated the relationship of empathy, personal values, and the five-factor model of personality with moral judgment competence and (...)
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