Journal of Business Ethics 168 (1):195-213 (2019)

Leaders have been shown to sometimes act self-servingly. Yet, leaders do not act in isolation and the perceptions of the ethical climate in which leaders operate is expected to contribute to employees taking counteractive measures against their leader. We contend that in an ethical climate employees feel better equipped to stand up and take retaliation measures. Moreover, we argue that this is explained by employees’ feelings of trust. In two studies using different methods, we predict and find evidence that the relationship between self-serving leader behavior and employees’ desire for retaliation and supervisor-directed deviance is stronger when the ethical climate is high rather than low. Moreover, we show that trust in the leader mediates these relationships.
Keywords No keywords specified (fix it)
Categories (categorize this paper)
Reprint years 2021
DOI 10.1007/s10551-019-04218-4
Edit this record
Mark as duplicate
Export citation
Find it on Scholar
Request removal from index
Revision history

Download options

PhilArchive copy

Upload a copy of this paper     Check publisher's policy     Papers currently archived: 69,979
External links

Setup an account with your affiliations in order to access resources via your University's proxy server
Configure custom proxy (use this if your affiliation does not provide a proxy)
Through your library

References found in this work BETA

View all 9 references / Add more references

Citations of this work BETA

Add more citations

Similar books and articles

Ethical Work Climate as an Antecedent of Trust in Co-Workers.Semra F. Aşcıgil & Aslı B. Parlakgümüş - 2012 - Business and Professional Ethics Journal 31 (3-4):399-417.


Added to PP index

Total views
11 ( #851,818 of 2,504,849 )

Recent downloads (6 months)
1 ( #417,030 of 2,504,849 )

How can I increase my downloads?


My notes