13 found
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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. Frequent Change and Turnover Intention: The Moderating Role of Ethical Leadership.Mayowa T. Babalola, Jeroen Stouten & Martin Euwema - 2016 - Journal of Business Ethics 134 (2):311-322.
    In a multi-source study, we examine how frequent change interacts with ethical leadership to reduce turnover intentions. We argue that ethical leaders enhance employees’ state self-esteem, which explains the moderating effect of ethical leadership. Results from 124 employee-coworker-supervisor triads revealed that ethical leadership moderated the relationship between frequent change and turnover intention such that the relationship was positive only when ethical leadership was low. The moderating relationship could be shown to be mediated by employees’ state self-esteem.
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  3.  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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  4.  11
    When Employees Retaliate Against Self-Serving Leaders: The Influence of the Ethical Climate.Stijn Decoster, Jeroen Stouten & Thomas M. Tripp - 2019 - Journal of Business Ethics 168 (1):195-213.
    Leaders have been shown to sometimes act self-servingly. Yet, leaders do not act in isolation and the perceptions of the ethical climate in which leaders operate is expected to contribute to employees taking counteractive measures against their leader. We contend that in an ethical climate employees feel better equipped to stand up and take retaliation measures. Moreover, we argue that this is explained by employees’ feelings of trust. In two studies using different methods, we predict and find evidence that the (...)
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  5.  9
    Individual Differences in Emotion Components and Dynamics: Introduction to the Special Issue.Peter Kuppens, Jeroen Stouten & Batja Mesquita - 2009 - Cognition and Emotion 23 (7):1249-1258.
  6.  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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  7.  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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  8.  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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  9.  9
    Discouraging Bullying: The Role of Ethical Leadership and its Effects on the Work Environment.Jeroen Stouten, Elfi Baillien, Anja Van den Broeck, Jeroen Camps, Hans De Witte & Martin Euwema - 2010 - Journal of Business Ethics 95 (S1):17 - 27.
    Bullying is one of the most impactful deviant actions that affects workers' personal health and work experience. Bullying is a quite distinctive deviant behavior as targets are subjected to transgressions that could last for months or longer. Even though a number of actions can be taken to resolve bullying between all parties, from the viewpoint of the target it is hard to resolve the situation. As a result, hierarchical influence may be necessary to prevent bullying in the first place. A (...)
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  10.  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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  11.  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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  12.  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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  13.  5
    The Cognitive-Behavioral System of Leadership: Cognitive Antecedents of Active and Passive Leadership Behaviors.Edina Dóci, Jeroen Stouten & Joeri Hofmans - 2015 - Frontiers in Psychology 6.
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