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  1. Transformational Leadership and Perceived Overqualification: A Career Development Perspective.Man Zhang, Fan Wang, Haolin Weng, Ting Zhu & Huiyun Liu - 2021 - Frontiers in Psychology 12.
    Drawing on social information processing theory and a career development perspective, we examined the effect of transformational leadership on the perceived overqualification via career growth opportunities, and how the supervisor–subordinate guanxi moderates the relationship between transformational leadership and perceived overqualification. We tested this proposal using three waves of lagged data collected from 351 company employees in the Yangtze River Delta region in China. The results revealed that transformational leadership had an indirect effect on perceived overqualification through career growth opportunities, and (...)
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  • Ethical Leadership Behavior and Employee Justice Perceptions: The Mediating Role of Trust in Organization.Angela J. Xu, Raymond Loi & Hang-yue Ngo - 2016 - Journal of Business Ethics 134 (3):493-504.
    Using data collected at two phases, this study examines why and how ethical leadership behavior influences employees’ evaluations of organization-focused justice, i.e., procedural justice and distributive justice. By proposing ethical leaders as moral agents of the organization, we build up the linkage between ethical leadership behavior and the above two types of organization-focused justice. We further suggest trust in organization as a key mediating mechanism in the linkage. Our findings indicate that ethical leadership behavior engenders employees’ trust in their employing (...)
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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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  • 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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  • 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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  • Linking Ethical Leadership to Employees’ Organizational Citizenship Behavior: Testing the Multilevel Mediation Role of Organizational Concern.Shenjiang Mo & Junqi Shi - 2017 - Journal of Business Ethics 141 (1):151-162.
    This study empirically examined the propositions that ethical leadership is related to employees’ organizational citizenship behavior through two psychological mechanisms: a social learning mechanism, where employees emulate their supervisor’s behavior such as caring about their organization; and a social exchange mechanism that links ethical leadership to perceived procedural justice and employee’s organizational concern. Our theoretical model was tested using data collected from employees in a pharmaceutical retail chain company. Analyses of multisource time-lagged data from 93 team supervisors and 486 employees (...)
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  • Linking Ethical Leadership to Employee Burnout, Workplace Deviance and Performance: Testing the Mediating Roles of Trust in Leader and Surface Acting.Shenjiang Mo & Junqi Shi - 2017 - Journal of Business Ethics 144 (2):293-303.
    This study empirically investigated the impact of ethical leadership on employee burnout, deviant behavior and task performance through two psychological mechanisms: developing higher levels of employee trust in leaders and demonstrating lower levels of surface acting toward their leaders. Our theoretical model was tested using data collected from employees of a pharmaceutical retail chain company. Analyses of multisource time-lagged data from 45 team leaders and 247 employees showed that employees’ trust in leaders and surface acting significantly mediated the relationships between (...)
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  • Going Against the Grain Works: An Attributional Perspective of Perceived Ethical Leadership.Chenwei Li, Keke Wu, Diane E. Johnson & James Avey - 2017 - Journal of Business Ethics 141 (1):87-102.
    This study provides an attributional perspective to the ethical leadership literature by examining the role of attributed altruistic motives and perceptions of organizational politics in a moderated mediation model. Path analytic tests from two field studies were used for analyses. The results support our hypotheses that attributed altruistic motives would mediate the relationship between perceived ethical leadership and affective organizational commitment. Moreover, the relationship between perceived ethical leadership and attributed altruistic motives was stronger when perceptions of organizational politics were high (...)
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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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  • Addendum to “Relationships Between Authentic Leadership, Moral Courage, and Ethical and Pro-Social Behaviors”.Sean T. Hannah, Bruce J. Avolio & Fred O. Walumbwa - 2014 - Business Ethics Quarterly 24 (2):277-279.
    The authors provide this addendum to the following article to provide corrections to the results reported and further explanation of the structural equation modeling techniques utilized: Sean T. Hannah, Bruce J. Avolio, and Fred O. Walumbwa, “The Relationships between Authentic Leadership, Moral Courage, and Ethical and Pro-Social Behaviors,” Business Ethics Quarterly 21:4 : 555–78.
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  • The Emergence of Value-Based Leadership Behavior at the Frontline of Management: A Role Theory Perspective and Future Research Agenda.Sin Mun Chang, Pawan Budhwar & Jonathan Crawshaw - 2021 - Frontiers in Psychology 12.
    The importance of value-based leadership such as authentic, ethical, and servant leadership is inconspicuous. However, the benefits of these leadership approaches are often only explained through the behaviors of their followers. As such, limited research has communicated the leader’s motivation for pursuing such leadership behavior, resulting in such discourse to escape theorizing. We draw upon role theory and paid attention to the role of higher-level management through the trickle-down model to underline their importance in the organization. We then expand this (...)
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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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  • Deviant Behavior in a Moderated-Mediation Framework of Incentives, Organizational Justice Perception, and Reward Expectancy.Yehuda Baruch & Shandana Shoaib - 2019 - Journal of Business Ethics 157 (3):617-633.
    This study introduces the concept of deviant behavior in a moderated-mediation framework of incentives and organizational justice perception. The proposed relationships in the theoretical framework were tested with a sample of 311 academics, using simple random sampling, via causal models and structural equation modeling. The findings suggest that incentives might boost the apparent performance, but not necessarily the intended performance. The results confirm that employees’ affection for incentives has direct, indirect, and conditional indirect effects on their deviant behavior likelihood. The (...)
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  • Past Trends and Future Directions in Business Ethics and Corporate Responsibility Scholarship.Denis G. Arnold, Kenneth E. Goodpaster & Gary R. Weaver - 2015 - Business Ethics Quarterly 25 (4):v-xv.
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  • Relationship Between Corporate Governance and Information Security Governance Effectiveness in United States Corporations.Dr Robert E. Davis - 2017 - Dissertation, Walden
    Cyber attackers targeting large corporations achieved a high perimeter penetration success rate during 2013, resulting in many corporations incurring financial losses. Corporate information technology leaders have a fiduciary responsibility to implement information security domain processes that effectually address the challenges for preventing and deterring information security breaches. Grounded in corporate governance theory, the purpose of this correlational study was to examine the relationship between strategic alignment, resource management, risk management, value delivery, performance measurement implementations, and information security governance (ISG) effectiveness (...)
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