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  1.  21
    The Mind is Willing, but the Situation Constrains: Why and When Leader Conscientiousness Relates to Ethical Leadership.Mayowa T. Babalola, Michelle C. Bligh, Babatunde Ogunfowora, Liang Guo & Omale A. Garba - 2019 - Journal of Business Ethics 155 (1):75-89.
    While previous research has established that employees who have a more conscientious leader are more likely to perceive that their leader is ethical, the underlying mechanisms and boundary conditions of this linkage remain unknown. In order to better understand the relationship between leader conscientiousness and ethical leadership, we examine the potential mediating role of leader moral reflectiveness, as well as the potential moderating role of decision-making autonomy. Drawing from social cognitive theory, results from two samples of workgroup leaders and their (...)
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    The Aftermath of Organizational Corruption: Employee Attributions and Emotional Reactions.Kathie L. Pelletier & Michelle C. Bligh - 2008 - Journal of Business Ethics 80 (4):823-844.
    Employee attributions and emotional reactions to unethical behavior of top leaders in an organization recently involved in a highly publicized ethics scandal were examined. Participants (n = 76) from a large southern California government agency completed an ethical climate assessment. Secondary data analysis was performed on the written commentary to an open-ended question seeking employees' perceptions of the ethical climate. Employees attributed the organization's poor ethical leadership to a number of causes, including: lack of moral reasoning, breaches of trust, hypocrisy, (...)
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    Rebounding From Corruption: Perceptions of Ethics Program Effectiveness in a Public Sector Organization.Kathie L. Pelletier & Michelle C. Bligh - 2006 - Journal of Business Ethics 67 (4):359-374.
    We examine the perceived importance of three organizational preconditions theorized to be critical for ethics program effectiveness. In addition, we examine the importance of ethical leadership and congruence between formal ethics codes and informal ethical norms in influencing employee perceptions. Participants from a large southern California government agency completed a survey on the perceived effectiveness of the organization’s ethics program. Results suggest that employee perceptions of organizational preconditions, ethical leadership and informal ethical norms were related to perceptions of ethics program (...)
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    18 The Actor–Partner Interdependence Model: A Method for Studying Trust in Dyadic Relationships.Donald L. Ferrin, Michelle C. Bligh & Jeffrey C. Kohles - 2012 - In Fergus Lyon, Guido Möllering & Mark Saunders (eds.), Handbook of Research Methods on Trust. Edward Elgar. pp. 189.
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