4 found
  1. The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field.Mitchell J. Neubert, Dawn S. Carlson, K. Michele Kacmar, James A. Roberts & Lawrence B. Chonko - 2009 - Journal of Business Ethics 90 (2):157-170.
    This study examines a moderated/mediated model of ethical leadership on follower job satisfaction and affective organizational commitment. We proposed that managers have the potential to be agents of virtue or vice within organizations. Specifically, through ethical leadership behavior we argued that managers can virtuously influence perceptions of ethical climate, which in turn will positively impact organizational members’ flourishing as measured by job satisfaction and affective commitment to the organization. We also hypothesized that perceptions of interactional justice would moderate the ethical (...)
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  2. Institutionalization of organizational ethics through transformational leadership.Dawn S. Carlson & Pamela L. Perrewe - 1995 - Journal of Business Ethics 14 (10):829 - 838.
    Concerns regarding corporate ethics have grown steadily throughout the past decade. In order to remain competitive, many organizational leaders are faced with the challenge of creating an ethical environment within their organization. A model is presented showing the process and elements necessary for the institutionalization of organizational ethics. The transformational leadership style lends itself well to the creation of an ethical environment and is suggested as a means to facilitate the institutionalization of corporate ethics. Finally, the benefits of using transformational (...)
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    Perceptions of ethics across situations: A view through three different lenses. [REVIEW]Dawn S. Carlson & K. Michele Kacmar - 1997 - Journal of Business Ethics 16 (2):147-160.
    This paper examined three approaches for understanding perceptions of ethics: moral philosophies, cognitive moral development, and ethical value systems. First, the dimensionality of the moral philosophy approach was examined. Next, an attempt was made to integrate the models. Finally, each of the model's various components were used in a regression equation to isolate the best predictors of ethicality. Results indicated that the moral philosophies can be considered distinct entities, but the common underlying theme between the approaches was not as predicted. (...)
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    Deceptive Impression Management: Does Deception Pay in Established Workplace Relationships? [REVIEW]John R. Carlson, Dawn S. Carlson & Merideth Ferguson - 2011 - Journal of Business Ethics 100 (3):497 - 514.
    We examine deceptive impression management's effect on a supervisor's ratings of promotability and relationship quality (i.e., leader-member exchange) via the mediating role of the supervisor's recognition of deception. Extending ego depletion theory using social information processing theory, we argue that deceptive impression management in a supervisor-subordinate relationship is difficult to accomplish and the degree that deception is detected will negatively impact desired outcomes. Data collected from a matched sample of 171 public sector employees and their supervisors supported this model and (...)
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