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  1.  9
    Erratum To: Being ''in Control'' May Make You Lose Control: The Role of Self-Regulation in Unethical Leadership Behavior.Anne Joosten, Marius van Dijke, Alain Van Hiel & David De Cremer - 2014 - Journal of Business Ethics 121 (1):147-147.
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  2.  20
    Being “in Control” May Make You Lose Control: The Role of Self-Regulation in Unethical Leadership Behavior.Anne Joosten, Marius van Dijke, Alain Van Hiel & David De Cremer - 2014 - Journal of Business Ethics 121 (1):1-14.
    In the present article, we argue that the constant pressure that leaders face may limit the willpower required to behave according to ethical norms and standards and may therefore lead to unethical behavior. Drawing upon the ego depletion and moral self-regulation literatures, we examined whether self-regulatory depletion that is contingent upon the moral identity of leaders may promote unethical leadership behavior. A laboratory experiment and a multisource field study revealed that regulatory resource depletion promotes unethical leader behaviors among leaders who (...)
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  3.  11
    Feel Good, Do-Good!? On Consistency and Compensation in Moral Self-Regulation.Anne Joosten, Marius van Dijke, Alain Van Hiel & David De Cremer - 2014 - Journal of Business Ethics 123 (1):1-14.
    Studies in the behavioral ethics and moral psychology traditions have begun to reveal the important roles of self-related processes that underlie moral behavior. Unfortunately, this research has resulted in two distinct and opposing streams of findings that are usually referred to as moral consistency and moral compensation. Moral consistency research shows that a salient self-concept as a moral person promotes moral behavior. Conversely, moral compensation research reveals that a salient self-concept as an immoral person promotes moral behavior. This study’s aim (...)
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  4.  3
    Make Me Want to Pay. A Three-Way Interaction Between Procedural Justice, Distributive Justice, and Power on Voluntary Tax Compliance.Marius van Dijke, Lemessa Bayissa Gobena & Peter Verboon - 2019 - Frontiers in Psychology 10.
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  5.  8
    The Interactive Effect of a Leader’s Sense of Uniqueness and Sense of Belongingness on Followers’ Perceptions of Leader Authenticity.Michelle Xue Zheng, Yingjie Yuan, Marius van Dijke, David De Cremer & Alain Van Hiel - forthcoming - Journal of Business Ethics:1-19.
    Researchers have emphasized the value of authenticity, but not much is known about what makes a person authentic in the eyes of others. Our research takes an interpersonal perspective to examine the determinants of followers’ perceptions of leader authenticity. Building on social identity theory, we propose that two fundamental self-identifications–a leader’s sense of uniqueness and sense of belongingness–interact to influence followers’ perceptions of a leader’s authenticity via perceptions of a leader’s self-concept consistency. In a field study conducted among leader–follower dyads (...)
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  6. Dirty Hands Make Dirty Leaders?! The Effects of Touching Dirty Objects on Rewarding Unethical Subordinates as a Function of a Leader’s Self-Interest.Florien M. Cramwinckel, David De Cremer & Marius van Dijke - 2013 - Journal of Business Ethics 115 (1):93-100.
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  7.  25
    Regulating Ethical Failures: Insights From Psychology.David De Cremer, Ann E. Tenbrunsel & Marius van Dijke - 2010 - Journal of Business Ethics 95 (S1):1 - 6.
    Ethical failures are all around. Despite their pervasiveness, we know little how to manage and even survive the aftermath of such failures. In this paper, we develop the argument that as business ethics researchers we need to zoom in more closely on why ethical failures emerge, and how these insights can help us to be effective ethical leaders that can increase moral awareness and manage distrust. To succeed in this scientific enterprise, we advocate the use of a behavioral business ethics (...)
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  8.  10
    Why Leaders Not Always Disapprove of Unethical Follower Behavior: It Depends on the Leader’s Self-Interest and Accountability.Niek Hoogervorst, David De Cremer & Marius van Dijke - 2010 - Journal of Business Ethics 95 (S1):29 - 41.
    By showing disapproval of unethical follower behavior (UFB), leaders help creating an ethical climate in their organization in which it is clear what is morally acceptable or not. In this research, we examine factors influencing whether leaders consistently show such disapproval. Specifically, we argue that holding leaders accountable for their actions should motivate them to disapprove of UFB. However, this effect of accountability should be inhibited when leaders personally benefit from UFB. This prediction was supported in a lab experiment. Furthermore, (...)
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