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  1. Emotions as Moral Amplifiers: An Appraisal Tendency Approach to the Influences of Distinct Emotions Upon Moral Judgment.Elizabeth J. Horberg, Christopher Oveis & Dacher Keltner - 2011 - Emotion Review 3 (3):237-244.
    In this article, we advance the perspective that distinct emotions amplify different moral judgments, based on the emotion’s core appraisals. This theorizing yields four insights into the way emotions shape moral judgment. We submit that there are two kinds of specificity in the impact of emotion upon moral judgment: domain specificity and emotion specificity. We further contend that the unique embodied aspects of an emotion, such as nonverbal expressions and physiological responses, contribute to an emotion’s impact on moral judgment. Finally, (...)
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  • Examining the Link Between Ethical Leadership and Employee Misconduct: The Mediating Role of Ethical Climate. [REVIEW]David M. Mayer, Maribeth Kuenzi & Rebecca L. Greenbaum - 2010 - Journal of Business Ethics 95 (1):7-16.
    Drawing on theory and research on ethical leadership and ethical climate, we examine ethical climate as a mediator of the relationship between ethical leadership and employee misconduct. Using a sample of 1,525 employees and their supervisors in 300 units in different organizations, we find support for our hypothesized model. We discuss theoretical and practical implications of these findings.
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  • A Theory of Human Motivation.A. H. Maslow - 1943 - Psychological Review 50 (4):370-396.
  • Justifying Deviant Behavior: The Role of Attributions and Moral Emotions.Paul Harvey, Mark J. Martinko & Nancy Borkowski - 2017 - Journal of Business Ethics 141 (4):779-795.
    We present two studies investigating the impact of causal perceptions and the moral emotions of anger, shame, and guilt on the justification of deviant workplace behavior. Study 1 tests our conceptual framework using a sample of undergraduate business students; Study 2 examines a population of practicing physicians. Results varied significantly between the two samples, suggesting that individual and contextual factors play an important role in shaping the perceptual and emotional processes by which individuals form reactions to undesirable affective workplace events. (...)
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  • Ethics, Character, and Authentic Transformational Leadership.Bernard M. Bass & Paul Steidlmeier - manuscript
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  • How Does Moral Judgment Work?Joshua Greene & Jonathan Haidt - 2002 - Trends in Cognitive Sciences 6 (12):517-523.
  • Ethical and Unethical Leadership: Exploring New Avenues for Future Research.Michael E. Brown & Marie S. Mitchell - 2010 - Business Ethics Quarterly 20 (4):583-616.
    The purpose of this article is to review literature that is relevant to the social scientific study of ethics and leadership, as well as outline areas for future study. We first discuss ethical leadership and then draw from emerging research on “dark side” organizational behavior to widen the boundaries of the review to include unethical leadership. Next, three emerging trends within the organizational behavior literature are proposed for a leadership and ethics research agenda: 1) emotions, 2) fit/congruence, and 3) identity/identification. (...)
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  • Business Ethics and the Brain.Rommel Salvador & Robert G. Folger - 2009 - Business Ethics Quarterly 19 (1):1-31.
    Neuroethics, the study of the cognitive and neural mechanisms underlying ethical decision-making, is a growing field of study. In this review, we identify and discuss four themes emerging from neuroethics research. First, ethical decision-making appears to be distinct from other types of decision-making processes. Second, ethical decision-making entails more than just conscious reasoning. Third, emotion plays a critical role in ethical decision-making, at least under certain circumstances. Lastly, normative approaches to morality have distinct, underlying neural mechanisms. On the basis of (...)
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  • Moral Emotions and Ethics in Organisations: Introduction to the Special Issue.Dirk Lindebaum, Deanna Geddes & Yiannis Gabriel - 2017 - Journal of Business Ethics 141 (4):645-656.
    The aim of our special issue is to deepen our understanding of the role moral emotions play in organisations as part of a wider discourse on organisational ethics and morality. Unethical workplace behaviours can have far-reaching consequences—job losses, risks to life and health, psychological damage to individuals and groups, social injustice and exploitation and even environmental devastation. Consequently, determining how and why ethical transgressions occur with surprising regularity, despite the inhibiting influence of moral emotions, has considerable theoretical and practical significance (...)
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  • Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership. [REVIEW]James B. Avey, Tara S. Wernsing & Michael E. Palanski - 2012 - Journal of Business Ethics 107 (1):21-34.
    The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. In a study with 845 working adults across multiple organizations, the relationships between ethical leadership with positive employee outcomes were examined. Results suggest that ethical leadership is related to both psychological well-being and job satisfaction in employees, but the processes are different. Employee voice mediated the relationship between ethical leadership and psychological well-being. Feelings of psychological ownership mediated the relationship between ethical (...)
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  • Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Politics and the Moderating Role of Political Skill. [REVIEW]K. Michele Kacmar, Martha C. Andrews, Kenneth J. Harris & Bennett J. Tepper - 2013 - Journal of Business Ethics 115 (1):33-44.
    This paper posits that ethical leadership increases important organizational and individual outcomes by reducing politics in the workplace. Specifically, we propose that perceptions of organizational politics serve as a mechanism through which ethical leadership affects outcomes. We further argue that the modeled relationships are moderated by political skill. By means of data from 136 matched pairs of supervisors and subordinates employed by a state agency in the southern US, we found support for our predictions. Specifically, we found that perceptions of (...)
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  • Ethical Leadership and Followers' Moral Judgment: The Role of Followers' Perceived Accountability and Self-Leadership.Robert Steinbauer, Robert W. Renn, Robert R. Taylor & Phil K. Njoroge - 2014 - Journal of Business Ethics 120 (3):1-12.
    A two stage model was developed and tested to explain how ethical leadership relates to followers’ ethical judgment in an organizational context. Drawing on social learning theory, ethical leadership was hypothesized to promote followers’ self-leadership focused on ethics. It was found that followers’ perceived accountability fully accounts for this relationship. In stage two, the relationship between self-leadership focused on ethics and moral judgment in a dual decision-making system was described and tested. Self-leadership focused on ethics was only related to moral (...)
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  • How Ethical Leadership Shapes Employees’ Job Performance: The Mediating Roles of Goal Congruence and Psychological Capital.Usman Raja, Asma Zafar & Dave Bouckenooghe - 2015 - Journal of Business Ethics 129 (2):251-264.
    Drawing from research on ethical leadership, psychological capital, and social learning theory, this study investigated the mediating effects of goal congruence and psychological capital in the link between supervisors’ ethical leadership style and followers’ in-role job performance. Data captured from 171 employees and 24 supervisors showed that ethical leadership has a positive effect on followers’ in-role job performance, yet this effect is explained through the role of psychological capital and follower–leader goal congruence, providing evidence of mediation. These findings have significant (...)
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  • The Effect of Ethical Leadership Behavior on Ethical Climate, Turnover Intention, and Affective Commitment.A. Asuman Akdogan & Ozgur Demirtas - 2015 - Journal of Business Ethics 130 (1):59-67.
    This study examines a mediated model of ethical leadership on ethical climate, turnover intention, and affective commitment. It is suggested that managers are role models in their organizations. Specifically, through ethical leadership behavior, managers can influence perceptions of ethical climate, which in turn will positively influence organizational members’ turnover intention, and affective commitment. The results indicate that ethical leadership has both direct and indirect effect on affective commitment and turnover intention. The indirect effect of ethical leadership involves shaping perceptions of (...)
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  • My Boss is Morally Disengaged: The Role of Ethical Leadership in Explaining the Interactive Effect of Supervisor and Employee Moral Disengagement on Employee Behaviors.Julena M. Bonner, Rebecca L. Greenbaum & David M. Mayer - 2016 - Journal of Business Ethics 137 (4):731-742.
    The popular press is often fraught with high-profile illustrations of leader unethical conduct within corporations. Leader unethical conduct is undesirable for many reasons, but in terms of managing subordinates, it is particularly problematic because leaders directly influence the ethics of their followers. Yet, we know relatively little about why leaders fail to apply ethical leadership practices. We argue that some leaders cognitively remove the personal sanctions associated with misconduct, which provides them with the “freedom” to ignore ethical shortcomings. Drawing on (...)
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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 Employee Moral Voice: The Mediating Role of Moral Efficacy and the Moderating Role of Leader–Follower Value Congruence.Dongseop Lee, Yongduk Choi, Subin Youn & Jae Uk Chun - 2017 - Journal of Business Ethics 141 (1):47-57.
    Despite the general expectation that ethical leadership fosters employees’ ethical behaviors, surprisingly little empirical effort has been made to verify this expected effect of ethical leadership. To address this research gap, we examine the role of ethical leadership in relation to a direct ethical outcome of employees: moral voice. Focusing on how and when ethical leadership motivates employees to speak up about ethical issues, we propose that moral efficacy serves as a psychological mechanism underlying the relationship, and that leader–follower value (...)
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  • When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior. [REVIEW]James B. Avey, Michael E. Palanski & Fred O. Walumbwa - 2011 - Journal of Business Ethics 98 (4):573 - 582.
    The authors examined the effects of ethical leadership on follower organizational citizenship behavior (OCB) and deviant behavior. Drawing upon research related to the behavioral plasticity hypothesis, the authors examined a moderating role of follower self-esteem in these relationships. Results from a field study revealed that ethical leadership is positively related to follower OCB and negatively related to deviance. We found that these relationships are moderated by followers' self-esteem, such that the relationships between ethical leadership and OCB as well as between (...)
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  • Cross-Domain Effects of Ethical Leadership on Employee Family and Life Satisfaction: The Moderating Role of Family-Supportive Supervisor Behaviors.Shuxia Zhang & Yidong Tu - 2018 - Journal of Business Ethics 152 (4):1085-1097.
    Drawing on the work–family enrichment theory, the present study investigates the cross-domain effects of ethical leadership on employees’ family and life satisfaction. Moreover, it focuses on the mediating role of work–family enrichment and the moderated mediation process of family-supportive supervisor behaviors underlying the relationship between ethical leadership and employees’ family and life satisfaction. Using a sample of 371 employees and their immediate supervisors in China, we found that WFE mediated the relationship between ethical leadership and employee-rated and supervisor-rated family and (...)
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  • Predictors of Organizational Citizenship Behavior: Ethical Leadership and Workplace Jealousy.Yau-De Wang & Wen-Chuan Sung - 2016 - Journal of Business Ethics 135 (1):117-128.
    This study examined the relationships of perceived ethical leadership, workplace jealousy, and organizational citizenship behaviors directed at individuals and organizations. Survey responses were collected from 491 employee-coworker pairs from 33 hospitals in Taiwan. The employees provided assessments of their perceived ethical leadership and the workplace jealousy they experienced, while the coworkers provided information about the employees’ OCBI and OCBO. In the hypotheses testing, perceived ethical leadership was found to be negatively related to employees’ workplace jealousy and jealousy was negatively related (...)
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  • Moral Emotions and Moral Behavior.June P. Tangney, Jeff Stuewig & Debra J. Mashek - manuscript
    Moral emotions represent a key element of our human moral apparatus, influencing the link between moral standards and moral behavior. This chapter reviews current theory and research on moral emotions. We first focus on a triad of negatively valenced "self-conscious" emotions - shame, guilt, and embarrassment. As in previous decades, much research remains focused on shame and guilt. We review current thinking on the distinction between shame and guilt, and the relative advantages and disadvantages of these two moral emotions. Several (...)
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