14 found
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  1.  13
    Perceived Ethical Leadership Affects Customer Purchasing Intentions Beyond Ethical Marketing in Advertising Due to Moral Identity Self-Congruence Concerns.Niels Van Quaquebeke, Jan U. Becker, Niko Goretzki & Christian Barrot - 2019 - Journal of Business Ethics 156 (2):357-376.
    Ethical leadership has so far mainly been featured in the organizational behavior domain and, as such, treated as an intra-organizational phenomenon. The present study seeks to highlight the relevance of ethical leadership for extra-organizational phenomena by combining the organizational behavior perspective on ethical leadership with a classical marketing approach. In particular, we demonstrate that customers may use perceived ethical leadership cues as additional reference points when forming purchasing intentions. In two experimental studies, we find that ethical leadership positively affects purchasing (...)
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  2.  14
    An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality.Fabiola H. Gerpott, Niels Van Quaquebeke, Sofia Schlamp & Sven C. Voelpel - 2019 - Journal of Business Ethics 156 (4):1063-1078.
    Despite the proliferation of research on ethical leadership, there remains a limited understanding of how specifically the assumingly moral component of this leadership style affects employee behavior. Taking an identity perspective, we integrate the ethical leadership literature with research on the dynamics of the moral self-concept to posit that ethical leadership will foster a sense of moral identity among employees, which then inspires followers to adopt more ethical actions, such as increased organization citizenship behavior. We further argue that these identity (...)
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  3.  19
    When Organizational Identification Elicits Moral Decision-Making: A Matter of the Right Climate.Suzanne van Gils, Michael A. Hogg, Niels Van Quaquebeke & Daan van Knippenberg - 2017 - Journal of Business Ethics 142 (1):155-168.
    To advance current knowledge on ethical decision-making in organizations, we integrate two perspectives that have thus far developed independently: the organizational identification perspective and the ethical climate perspective. We illustrate the interaction between these perspectives in two studies, in which we presented participants with moral business dilemmas. Specifically, we found that organizational identification increased moral decision-making only when the organization’s climate was perceived to be ethical. In addition, we disentangle this effect in Study 2 from participants’ moral identity. We argue (...)
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  4.  25
    Does It Take More Than Ideals? How Counter-Ideal Value Congruence Shapes Employees’ Trust in the Organization.Sebastian C. Schuh, Niels Van Quaquebeke, Natalija Keck, Anja S. Göritz, David De Cremer & Katherine R. Xin - 2018 - Journal of Business Ethics 149 (4):987-1003.
    Research on value congruence rests on the assumption that values denote desirable behaviors and ideals that employees and organizations strive to approach. In the present study, we develop and test the argument that a more complete understanding of value congruence can be achieved by considering a second type of congruence based on employees’ and organizations’ counter-ideal values. We examined this proposition in a time-lagged study of 672 employees from various occupational and organizational backgrounds. We used difference scores as well as (...)
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  5.  58
    Defining Respectful Leadership: What It is, How It Can Be Measured, and Another Glimpse at What It is Related To.Niels van Quaquebeke & Tilman Eckloff - 2010 - Journal of Business Ethics 91 (3):343-358.
    Research on work values shows that respectful leadership is highly desired by employees. On the applied side, however, the extant research does not offer many insights as to which concrete leadership behaviors are perceived by employees as indications of respectful leadership. Thus, to offer such insights, we collected and content analyzed employees’ narrations of encounters with respectful leadership ( N 1 = 426). The coding process resulted in 19 categories of respectful leadership spanning 149 leadership behaviors. Furthermore, to also harness (...)
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  6.  40
    Gender Differences in Leadership Role Occupancy: The Mediating Role of Power Motivation.Sebastian C. Schuh, Alina S. Hernandez Bark, Niels Van Quaquebeke, Rüdiger Hossiep, Philip Frieg & Rolf Van Dick - 2014 - Journal of Business Ethics 120 (3):363-379.
    Although the proportion of women in leadership positions has grown over the past decades, women are still underrepresented in leadership roles, which poses an ethical challenge to society at large but business in particular. Accordingly, a growing body of research has attempted to unravel the reasons for this inequality. Besides theoretical progress, a central goal of these studies is to inform measures targeted at increasing the share of women in leadership positions. Striving to contribute to these efforts and drawing on (...)
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  7.  81
    Two Independent Value Orientations: Ideal and Counter-Ideal Leader Values and Their Impact on Followers' Respect for and Identification with Their Leaders. [REVIEW]Matthias M. Graf, Niels Van Quaquebeke & Rolf Van Dick - 2011 - Journal of Business Ethics 104 (2):185-195.
    Traditionally, conceptualizations of human values are based on the assumption that individuals possess a single integrated value system comprising those values that people are attracted by and strive for. Recently, however, van Quaquebeke et al. (in J Bus Ethics 93:293–305, 2010 ) proposed that a value system might consist of two largely independent value orientations—an orientation of ideal values and an orientation of counter-ideal values (values that individuals are repelled by), and that both orientations exhibit antithetic effects on people’s responses (...)
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  8.  27
    The Relationship Between Leaders' Group-Oriented Values and Follower Identification with and Endorsement of Leaders: The Moderating Role of Leaders' Group Membership.Matthias M. Graf, Sebastian C. Schuh, Niels Van Quaquebeke & Rolf van Dick - 2012 - Journal of Business Ethics 106 (3):301-311.
    In this article, we hypothesize that leaders who display group-oriented values (i.e., values that focus on the welfare of the group rather than on the self-interest of the leader) will be evaluated more positively by their followers than leaders who do not display group-oriented values. Importantly, we expected these effects to be more pronounced for leaders who are ingroup members (i.e., stemming from the same social group as their followers) than for leaders who are outgroup members (i.e., leaders stemming from (...)
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  9.  19
    When Do Followers Perceive Their Leaders as Ethical? A Relational Models Perspective of Normatively Appropriate Conduct.Natalija Keck, Steffen R. Giessner, Niels Van Quaquebeke & Erica Kruijff - 2020 - Journal of Business Ethics 164 (3):477-493.
    In the aftermath of various corporate scandals, management research and practice have taken great interest in ethical leadership. Ethical leadership is referred to as “normatively appropriate conduct” :117–134, 2005), but the prescriptive norms that actually underlie this understanding constitute an open question. We address this research gap by turning to relational models theory, which contextualizes four distinct moralities in four distinct interactional norms. We expect that the norms inherent in each model dictate the type of leader relationship that followers deem (...)
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  10.  33
    Find Out How Much It Means to Me! The Importance of Interpersonal Respect in Work Values Compared to Perceived Organizational Practices.Niels van Quaquebeke, Sebastian Zenker & Tilman Eckloff - 2008 - Journal of Business Ethics 89 (3):423-431.
    Two large online surveys were conducted among employees in Germany to explore the importance employees and organizations place on aspects of interpersonal respect in relation to other work values. The first study (n = 589) extracted a general ranking of work values, showing that employees rate issues of respect involving supervisors particularly high. The second study (n = 318) replicated the previous value ranking. Additionally, it is shown that the value priorities indicated by employees do not always match their perceptions (...)
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  11.  11
    In the Moral Eye of the Beholder: The Interactive Effects of Leader and Follower Moral Identity on Perceptions of Ethical Leadership and LMX Quality.Steffen R. Giessner, Niels Van Quaquebeke, Suzanne van Gils, Daan van Knippenberg & Janine A. J. M. Kollée - 2015 - Frontiers in Psychology 6.
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  12.  18
    Using a Relational Models Perspective to Understand Normatively Appropriate Conduct in Ethical Leadership.Steffen Giessner & Niels van Quaquebeke - 2010 - Journal of Business Ethics 95 (S1):43 - 55.
    To describe leadership as ethical is largely a perceptional phenomenon informed by beliefs about what is normatively appropriate. Yet there is a remarkable scarcity in the leadership literature regarding how to define what is "normatively appropriate." To shed light on this issue, we draw upon Relational Models Theory (Fiske, 1992, Psychol Rev, 99:689-723), which differentiates between four types of relationships: communal sharing, authority ranking, equality matching, and market pricing. We describe how each of these relationship models dictates a distinct set (...)
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  13.  11
    Getting Respect From a Boss You Respect: How Different Types of Respect Interact to Explain Subordinates’ Job Satisfaction as Mediated by Self-Determination.Catharina Decker & Niels Van Quaquebeke - 2015 - Journal of Business Ethics 131 (3):543-556.
    Interpersonal respect can be differentiated into two kinds: horizontal respect, i.e. treating someone with dignity; and vertical respect, i.e. genuinely honoring someone’s merits. With the present research, we draw on motivation theory to explore their interplay in leadership relations. Specifically, we argue for a moderated mediation hypothesis in that leaders’ horizontal respect for their subordinates fundamentally speaks to subordinates’ self-determination and that the message of respectful leadership is enhanced by the vertical respect subordinates have for their leaders. As a result, (...)
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  14.  3
    In Self-Defense: Reappraisal Buffers the Negative Impact of Low Procedural Fairness on Performance.Marius van Dijke, Niels Van Quaquebeke & Joel Brockner - 2020 - Journal of Experimental Psychology: Applied 26 (4):739-754.
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