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Qing Miao
University of Melbourne
  1.  49
    Examining the Cognitive and Affective Trust-Based Mechanisms Underlying the Relationship Between Ethical Leadership and Organisational Citizenship: A Case of the Head Leading the Heart?Alexander Newman, Kohyar Kiazad, Qing Miao & Brian Cooper - 2014 - Journal of Business Ethics 123 (1):113-123.
    In this paper, we investigate the trust-based mechanisms underlying the relationship between ethical leadership and followers’ organisational citizenship behaviours (OCBs). Based on three-wave survey data obtained from 184 employees and their supervisors, we find that ethical leadership leads to higher levels of both affective and cognitive trust. In addition, we find support for a three-path mediational model, where cognitive trust and affective trust, in turn, mediate the relationship between ethical leadership and follower OCBs. That is to say, we found that (...)
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    Personal Motives, Moral Disengagement, and Unethical Decisions by Entrepreneurs: Cognitive Mechanisms on the “Slippery Slope”.Robert A. Baron, Hao Zhao & Qing Miao - 2015 - Journal of Business Ethics 128 (1):107-118.
    Entrepreneurs sometimes make unethical decisions that have devastating effects on their companies, stakeholders, and themselves. We suggest that insights into the origins of such actions can be acquired through attention to personal motives and their impact on moral disengagement—a cognitive process that deactivates moral self-regulation, thus enabling individuals to behave in ways inconsistent with their own values. We hypothesize that entrepreneurs’ motivation for financial gains is positively related to moral disengagement, while their motivation for self-realization is negatively related to this (...)
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    Antecedents of Duty Orientation and Follower Work Behavior: The Interactive Effects of Perceived Organizational Support and Ethical Leadership.Nathan Eva, Alexander Newman, Qing Miao, Dan Wang & Brian Cooper - 2018 - Journal of Business Ethics 161 (3):627-639.
    Drawing on social exchange theory, the present study seeks to understand how ethical leaders channel followers’ responses to positive treatment from the organization into a dutiful mindset, resulting in in-role and extra-role performance. Specifically, it examines the influence of perceived organizational support on both followers’ job performance and organizational citizenship behaviors, and the mediating effects of duty orientation on such relationships. In addition, it examines whether the mediated effects are contingent on the ethical leadership exhibited by the team leader. Based (...)
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