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    Assessing Managers' Ethical Decision-Making: An Objective Measure of Managerial Moral Judgment. [REVIEW]Greg E. Loviscky, Linda K. Treviño & Rick R. Jacobs - 2007 - Journal of Business Ethics 73 (3):263 - 285.
    Recent allegations of unethical decision-making by leaders in prominent business organizations have jeopardized the world’s confidence in American business. The purpose of this research was to develop a measure of managerial moral judgment that can be used in future research and managerial assessment. The measure was patterned after the Defining Issues Test, a widely used general measure of moral judgment. With content validity as the goal, we aimed to sample the domain of managerial ethical situations by establishing links to dimensions (...)
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    Assessing Managers’ Ethical Decision-Making: An Objective Measure of Managerial Moral Judgment.Greg E. Loviscky, Linda K. Treviño & Rick R. Jacobs - 2007 - Journal of Business Ethics 73 (3):263-285.
    Recent allegations of unethical decision-making by leaders in prominent business organizations have jeopardized the world's confidence in American business. The purpose of this research was to develop a measure of managerial moral judgment that can be used in future research and managerial assessment. The measure was patterned after the Defining Issues Test, a widely used general measure of moral judgment. With content validity as the goal, we aimed to sample the domain of managerial ethical situations by establishing links to dimensions (...)
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    Ethics Matter: Moderating Leaders’ Power Use and Followers’ Citizenship Behaviors.Peter J. Reiley & Rick R. Jacobs - 2016 - Journal of Business Ethics 134 (1):69-81.
    Followers’ perceptions of their leaders’ ethics have the potential to impact the way they react to the influence of these leaders. The present study of 365 U.S. Air Force Academy Cadets examined how followers’ perceptions of their leaders’ ethics moderated the relationships found between the leaders’ use of power, as conceptualized by French and Raven, and the followers’ contextual performance. Our results indicated that leaders’ use of expert, referent, and reward power was associated with higher levels of organizational citizenship behaviors (...)
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