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  1.  68
    Work Engagement and Machiavellianism in the Ethical Leadership Process.Deanne N. Den Hartog & Frank D. Belschak - 2012 - Journal of Business Ethics 107 (1):35-47.
    Leaders who express an ethical identity are proposed to affect followers’ attitudes and work behaviors. In two multi-source studies, we first test a model suggesting that work engagement acts as a mediator in the relationships between ethical leadership and employee initiative (a form of organizational citizenship behavior) as well as counterproductive work behavior. Next, we focus on whether ethical leadership always forms an authentic expression of an ethical identity, thus in the second study, we add leader Machiavellianism to the model. (...)
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  2.  19
    Birds of a Feather Can Butt Heads: When Machiavellian Employees Work with Machiavellian Leaders.Frank D. Belschak, Rabiah S. Muhammad & Deanne N. Den Hartog - 2018 - Journal of Business Ethics 151 (3):613-626.
    Machiavellians are manipulative and deceitful individuals willing to utilize any strategy or behavior needed to attain their goals. This study explores what occurs when Machiavellian employees have a Machiavellian leader with the same negative, manipulative disposition. We argue that Machiavellian employees have a negative worldview and are likely to trust their leaders less. This reduced trust likely results in these employees experiencing higher stress and engaging in more unethical behavior. In addition, we expect these negative relationships to be exacerbated when (...)
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  3.  22
    (Un)Ethical Behavior and Performance Appraisal: The Role of Affect, Support, and Organizational Justice.Gabriele Jacobs, Frank D. Belschak & Deanne N. Den Hartog - 2014 - Journal of Business Ethics 121 (1):1-14.
    Performance appraisals are widely used as an HR instrument. This study among 332 police officers examines the effects of performance appraisals from a behavioral ethics perspective. A mediation model relating justice perceptions of police officers’ last performance appraisal to their work affect, perceived supervisor and organizational support and, in turn, their ethical (pro-organizational proactive) and unethical (counterproductive) work behavior was tested empirically. The relationship between justice perceptions and both, ethical and unethical behavior was mediated by perceived support and work affect. (...)
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  4.  10
    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.  36
    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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  6.  9
    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 - forthcoming - Journal of Business Ethics:1-15.
    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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  7.  74
    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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