6 found
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  1. A Cross-Cultural Examination of the Endorsement of Ethical Leadership.Christian J. Resick, Paul J. Hanges, Marcus W. Dickson & Jacqueline K. Mitchelson - 2006 - Journal of Business Ethics 63 (4):345-359.
    The western-based leadership and ethics literatures were reviewed to identify the key characteristics that conceptually define what it means to be an ethical leader. Data from the Global Leadership and Organizational Effectiveness (GLOBE) project were then used to analyze the degree to which four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation, and Encouragement – were endorsed as important for effective leadership across cultures. First, using multi-group confirmatory factor analyses measurement equivalence of the ethical leadership scales was found, which (...)
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  2.  93
    Leaders, Values, and Organizational Climate: Examining Leadership Strategies for Establishing an Organizational Climate Regarding Ethics.Michael W. Grojean, Christian J. Resick, Marcus W. Dickson & D. Brent Smith - 2004 - Journal of Business Ethics 55 (3):223-241.
    This paper examines the critical role that organizational leaders play in establishing a values based climate. We discuss seven mechanisms by which leaders convey the importance of ethical values to members, and establish the expectations regarding ethical conduct that become engrained in the organizations climate. We also suggest that leaders at different organizational levels rely on different mechanisms to transmit values and expectations. These mechanisms then influence members practices and expectations, further increase the salience of ethical values and result in (...)
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    What Ethical Leadership Means to Me: Asian, American, and European Perspectives. [REVIEW]Christian J. Resick, Gillian S. Martin, Mary A. Keating, Marcus W. Dickson, Ho Kwong Kwan & Chunyan Peng - 2011 - Journal of Business Ethics 101 (3):435-457.
    Despite the increasingly multinational nature of the workplace, there have been few studies of the convergence and divergence in beliefs about ethics-based leadership across cultures. This study examines the meaning of ethical and unethical leadership held by managers in six societies with the goal of identifying areas of convergence and divergence across cultures. More specifically, qualitative research methods were used to identify the attributes and behaviors that managers from the People’s Republic of China (the PRC), Hong Kong, the Republic of (...)
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    Ethical Leadership Across Cultures: A Comparative Analysis of German and Us Perspectives.Gillian S. Martin, Christian J. Resick, Mary A. Keating & Marcus W. Dickson - 2009 - Business Ethics, the Environment and Responsibility 18 (2):127-144.
    This paper examines beliefs about four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation and Encouragement – in Germany and the United States using data from Project GLOBE (Global Leadership and Organizational Behavior Effectiveness) and a supplemental analysis. Within the context of a push toward convergence driven by the demands of globalization and the pull toward divergence underpinned by different cultural values and philosophies in the two countries, we focus on two questions: Do middle managers from the United States (...)
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    Ethical Leadership Across Cultures: A Comparative Analysis of German and US Perspectives.Gillian S. Martin, Christian J. Resick, Mary A. Keating & Marcus W. Dickson - 2009 - Business Ethics: A European Review 18 (2):127-144.
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    The Effects of Noncontingent Reinforcement on the Behavior of a Previously Learned Running Response.Richard S. Calef, Michael C. Choban, Marcus W. Dickson, Paul D. Newman, Maureen Boyle, Nikki D. Baxa & E. Scott Geller - 1989 - Bulletin of the Psychonomic Society 27 (3):263-266.