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  1.  16
    When Do Ethical Leaders Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on Employee Discretionary Reactions to Ethical Leadership.Mayowa T. Babalola, Jeroen Stouten, Jeroen Camps & Martin Euwema - 2019 - Journal of Business Ethics 154 (1):85-102.
    Drawing from the group engagement model and the moral conviction literature, we propose that perceived leader ethical conviction moderates the relationship between ethical leadership and employee OCB as well as deviance. In a field study of employees from various industries and a scenario-based experiment, we revealed that both the positive relation between ethical leadership and employee OCB and the negative relation between ethical leadership and employee deviance are more pronounced when leaders are perceived to have weak rather than strong ethical (...)
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  2.  17
    Standing by Your Organization: The Impact of Organizational Identification and Abusive Supervision on Followers' Perceived Cohesion and Tendency to Gossip.Stijn Decoster, Jeroen Camps, Jeroen Stouten, Lore Vandevyvere & Thomas M. Tripp - 2013 - Journal of Business Ethics 118 (3):623-634.
    Abusive supervision has been shown to have significant negative consequences for employees’ well-being, attitudes, and behavior. However, despite the devastating impact, it might well be that employees do not always react negatively toward a leader’s abusive behavior. In the present study, we show that employees’ organizational identification and abusive supervision interact for employees’ perceived cohesion with their work group and their tendency to gossip about their leader. Employees confronted with a highly abusive supervisor had a stronger perceived cohesion and engaged (...)
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  3.  13
    An Eye for an Eye Will Make the Whole World Blind: Conflict Escalation Into Workplace Bullying and the Role of Distributive Conflict Behavior.Elfi Baillien, Jeroen Camps, Anja Van den Broeck, Jeroen Stouten, Lode Godderis, Maarten Sercu & Hans De Witte - 2016 - Journal of Business Ethics 137 (2):415-429.
    The current study investigated how work-related disagreements—coined as conflicts—relate to workplace bullying, from the perspective of the target as well as the perpetrator. We hypothesized a positive indirect association between task conflicts and bullying through relationship conflicts. This process accounted for both for targets and perpetrators of bullying. Targets are distinguished from perpetrators in our assumption that this indirect effect is boosted by distributive conflict behavior, being yielding for targets and forcing for perpetrators. Results in a large representative sample of (...)
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  4.  18
    Erratum To: An Eye for an Eye Will Make the Whole World Blind: Conflict Escalation Into Workplace Bullying and the Role of Distributive Conflict Behavior.Elfi Baillien, Jeroen Camps, Anja Van den Broeck, Jeroen Stouten, Lode Godderis, Maarten Sercu & Hans De Witte - 2016 - Journal of Business Ethics 137 (2):431-431.
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  5.  10
    The Relation Between Supervisors’ Big Five Personality Traits and Employees’ Experiences of Abusive Supervision.Jeroen Camps, Jeroen Stouten & Martin Euwema - 2016 - Frontiers in Psychology 7.
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  6.  31
    Music is What Feelings Sound Like: The Role of Tonal and Atonal Music in Unethical Behavior.Jeroen Stouten, Sandra Gilissen, Jeroen Camps & Chloé Tuteleers - 2012 - Ethics and Behavior 22 (3):189 - 195.
    Governments and societies often have condemned music as being ?indecent? and encouraging people to act unethically. Despite these accusations, research did not previously address the link between music and unethical acts. Here we argue that music may signal what is appropriate or inappropriate, hence moral behavior. We focus on the distinction between tonal and atonal music to examine the relation of music with unethical behavior. Results from an experimental study showed that harmonic or tonal music encouraged unethical behavior in adolescents (...)
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  7.  8
    Abusive Supervision as a Response to Follower Hostility: A Moderated Mediation Model.Jeroen Camps, Jeroen Stouten, Martin Euwema & David De Cremer - 2020 - Journal of Business Ethics 164 (3):495-514.
    How and when does followers’ upward hostile behavior contribute to the emergence of abusive supervision? Although from a normative or ethical point of view, supervisors should refrain from displaying abusive supervision, in line with a social exchange perspective, we argue that abusive followership causes supervisors to experience low levels of interpersonal justice, stimulating abusive supervision in response. Based on uncertainty management theory, we further expect that the extent to which supervisors reciprocate the experienced injustice with abusive supervisory behavior is moderated (...)
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  8.  3
    Erratum To: An Eye for an Eye Will Make the Whole World Blind: Conflict Escalation Into Workplace Bullying and the Role of Distributive Conflict Behavior.Hans Witte, Maarten Sercu, Lode Godderis, Jeroen Stouten, Anja Broeck, Jeroen Camps & Elfi Baillien - 2016 - Journal of Business Ethics 137 (2):431-431.
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