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The Leadership Quarterly

Making “sense” of ethical decision making

A common management task in organizations is decision making, and some of the most important decisions made by business leaders are those that involve an ethical component. This study utilizes historiometric methods to explore the ethical decision making processes of business leaders in order to improve outcomes....

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The Leadership Quarterly

The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination

The study of ethical leadership has emerged as an important topic in relation to understanding the effects of leadership within organizations. We propose that the voice behavior of employees serves as a mechanism reflecting how ethical leadership affects individual creativity....

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The Leadership Quarterly

Prophets vs. profits: How market competition influences leaders' disciplining behavior towards ethical transgressions

We investigate how market competition influences the way leaders discipline employees' ethical transgressions. A cross-sectional study among organizational leaders (Study 1) revealed that strong market competition is related to an instrumental decision frame (business practices are more focused on serving the organization's interest)....

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The Leadership Quarterly

Effects of ethical leadership on emotional exhaustion in high moral intensity situations

Emotional exhaustion is a threat to standard operations, particularly in organizations in which physical safety is at risk. High moral intensity is inherent in such organizations due to the magnitude of consequences associated with ethical/unethical conduct....

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The Leadership Quarterly

Effects of ethical leadership on emotional exhaustion in high moral intensity situations

Emotional exhaustion is a threat to standard operations, particularly in organizations in which physical safety is at risk. High moral intensity is inherent in such organizations due to the magnitude of consequences associated with ethical/unethical conduct....

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The Leadership Quarterly

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Previous studies have established the relationship between ethical leadership and a variety of positive follower outcomes. Follower organizational identification has been found to mediate the relationship between ethical leadership and follower job performance....

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The Leadership Quarterly

Ethical leadership and follower organizational deviance: The moderating role of follower moral attentiveness

The literature on ethical leadership has focused primarily on the way ethical leaders influence follower moral judgment and behavior. It has overlooked that follower responses to ethical leaders may differ depending on the attention they pay to the moral aspects of leadership....

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The Leadership Quarterly

Differentiated leader-member exchange justice climate and performance: Main and interactive effects

Leaders form different quality leader–member exchange (LMX) relationships with their subordinates. This variable treatment termed LMX differentiation can have negative effects on individuals' behavior and attitudes....

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The Leadership Quarterly

The impact of ethical leadership within the recruitment context: The roles of organizational reputation applicant personality and value congruence

The present research examined the effects of corporate executive officer (CEO) ethical leadership on the job pursuit attitudes and behaviors of prospective job applicants....

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The Leadership Quarterly

Can a leader be seen as too ethical? The curvilinear effects of ethical leadership

Ethical leadership predicts important organizational outcomes such as decreased deviant and increased organizational citizenship behavior (OCB). We argued that due to the distinct nature of these two types of employee behaviors ethical leadership decreases deviance in a linear manner (i.e....

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