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  1.  87
    Ethical Leader Behavior and Big Five Factors of Personality.Karianne Kalshoven, Deanne N. Den Hartog & Annebel H. B. De Hoogh - 2011 - Journal of Business Ethics 100 (2):349 - 366.
    Most research on ethical leadership to date investigates the consequences of ethical leadership rather than its antecedents. Here, we aim to contribute to this field by studying leader personality as a potential antecedent of ethical leader behavior. In two multisource studies, we investigated the relationships between personality traits and ethical leader behavior. Leader personality was measured through self-ratings using the five-factor personality framework. Two subordinates rated their leaders' ethical behavior. Study 1 used a unidimensional Ethical Leadership Scale (ELS). In study (...)
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  2.  11
    Ethical and Passive Leadership and Their Joint Relationships with Burnout Via Role Clarity and Role Overload.Jesse T. Vullinghs, Annebel H. B. De Hoogh, Deanne N. Den Hartog & Corine Boon - 2020 - Journal of Business Ethics 165 (4):719-733.
    Burnout has important ramifications for employees and organizations and preventing burnout forms an ethical issue for managers. However, the role of the leader and especially the role of ethical aspects of leadership have received relatively little attention in relation to burnout to date. We conducted a survey among employees of a Dutch retail organization, nested in 122 teams with a leader. Our first contribution is that we empirically show the hypothesized opposing relationships of ethical and passive leadership behavior with follower (...)
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  3.  41
    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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  4.  15
    Narcissistic Leaders and Their Victims: Followers Low on Self-Esteem and Low on Core Self-Evaluations Suffer Most.Barbara Nevicka, Annebel H. B. De Hoogh, Deanne N. Den Hartog & Frank D. Belschak - 2018 - Frontiers in Psychology 9.
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  5.  9
    Harmful Leader Behaviors: Toward an Increased Understanding of How Different Forms of Unethical Leader Behavior Can Harm Subordinates.Juliana Guedes Almeida, Deanne N. Den Hartog, Annebel H. B. De Hoogh, Vithor Rosa Franco & Juliana Barreiros Porto - 2021 - Journal of Business Ethics 180 (1):215-244.
    Research on unethical leadership has predominantly focused on interpersonal and high-intensity forms of harmful leader behavior such as abusive supervision. Other forms of harmful leader behavior such as excessively pressuring subordinates or acting in self-centered ways have received less attention, despite being harmful and potentially occurring more frequently. We propose a model of four types of harmful leader behavior varying in intensity and orientation : Intimidation, Lack of Care, Self-Centeredness, and Excessive Pressure for Results. We map out how these relate (...)
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  6. Gender Differences in the Perceived Behavior of Narcissistic Leaders.Emma J. G. Van Gerven, Annebel H. B. De Hoogh, Deanne N. Den Hartog & Frank D. Belschak - 2022 - Frontiers in Psychology 13.
    Although narcissists often emerge as leaders, the relationship between leader narcissism and follower performance is ambiguous and often even found to be negative. For women, narcissism seems especially likely to lead to negative evaluations. Since narcissists have the tendency to be impulsive and change their minds on a whim, they may come across as inconsistent. We propose “inconsistent leader behavior” as a new mechanism in the relationship between leader narcissism and follower performance and argue that leader gender plays an important (...)
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