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Nick Turner [6]Nicki Turner [1]
  1.  83
    Pseudo-Transformational Leadership: Towards the Development and Test of a Model.Julian Barling, Amy Christie & Nick Turner - 2008 - Journal of Business Ethics 81 (4):851-861.
    We develop and test a model of pseudo-transformational leadership. Pseudo-transformational leadership is manifested by a particular combination of transformational leadership behaviors, and is differentiated from both transformational leadership and laissez-faire -leadership. Survey data from senior managers show differential outcomes of transformational, pseudo-transformational, and laissez-faire leadership. Possible extensions of the theoretical model and directions for future research are offered.
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  2.  23
    Apologies and Transformational Leadership.Sean Tucker, Nick Turner, Julian Barling, Erin M. Reid & Cecilia Elving - 2006 - Journal of Business Ethics 63 (2):195-207.
    This empirical investigation showed that contrary to the popular notion that apologies signify weakness, the victims of mistakes made by leaders consistently perceived leaders who apologized as more transformational than those who did not apologize. In a field experiment (Study 1), male referees who were perceived as having apologized for mistakes made officiating hockey games were rated by male coaches (n = 93) as more transformational than when no apology was made. Studies 2 (n = 50) and 3 (n = (...)
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  3. Sins of the Father's Firm: Exploring Responses to Inherited Ethical Dilemmas in Family Business. [REVIEW]Reginald A. Litz & Nick Turner - 2013 - Journal of Business Ethics 113 (2):297-315.
    How do individuals respond when they perceive that their family business has been built upon unethical business conduct? Drawing on an expanded version of Hirschman’s typology of generic responses to declining situations (Exit, Voice and Loyalty: Responses to Decline in Firms, Organizations, and States, Harvard University Press, Cambridge, MA, 1970), which includes responses of Exit, Voice, Loyalty, and Neglect, we offer a model that predicts probability of intended response behavior as a function of normative obligation (i.e., what one perceives ought (...)
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  4.  32
    Transformational Leadership and Leaders' Mode of Care Reasoning.Sheldene Simola, Julian Barling & Nick Turner - 2012 - Journal of Business Ethics 108 (2):229-237.
    Previous research on the moral foundations of transformational leadership has focused primarily on stage of justice reasoning; this study focuses on developmental mode of care reasoning. Multilevel regression analyses were conducted on data coded from interviews with a sample of Canadian public sector managers ( N = 58) and survey responses from their subordinates ( N = 119). Results indicated that managers’ developmental mode of care reasoning significantly and positively predicted subordinates’ reports of transformational (but not transactional) leadership, with significant (...)
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  5.  14
    De-Marketing Tobacco Through Price Changes and Consumer Attempts Quit Smoking.Michelle Inness, Julian Barling, Keith Rogers & Nick Turner - 2008 - Journal of Business Ethics 77 (4):405-416.
    Using panel data from three Canadian provinces, this article examines the relationship between the de-marketing of tobacco products through provincial-level price increases and consumers’ attempts to quit smoking as measured by the uptake of tobacco replacement therapies. We ground our hypotheses in the rational addiction model and the theory of planned behavior. Our analyses suggest a positive, one-month lagged effect of a price increase of tobacco products on the uptake of tobacco replacement therapies. This effect dissipates 3 months later, suggesting (...)
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  6.  13
    “As Far as is Reasonably Practicable”: Socially Constructing Risk, Safety, and Accidents in Military Operations.Nick Turner & Sarah J. Tennant - 2010 - Journal of Business Ethics 91 (1):21-33.
    This research examines how the meaning of risk, safety, and accidents are constructed in a military context. We compare meanings of these constructs among members working for three organizations (Health and Safety Executive, Ministry of Defence, and Royal Marine Commandos) jointly responsible for planning and executing "safe" military training and maneuvres in a particular unit of the United Kingdom's Royal Marine Commandos. The discourse among these members embodies the inter-organizational collaboration over military safety, and through an analysis of this discourse (...)
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  7.  3
    Coaching a Critical Stance.Aidan Curzon-Hobson, Rex W. Thomson & Nicki Turner - 2003 - Journal of the Philosophy of Sport 30 (1):68-82.
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