Ethical Leader Behavior and Big Five Factors of Personality

By K. Kalshoven, Deanne N. den Hartog, A. D. De Hoogh. 2011

381 citations recorded by the source corpus.

Subfields: Clinical Psychology, Information Systems and Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/000e71e37127268f628d9beccb195e1eea2d4506

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In Clinical Psychology

In Information Systems and Management

In Social Psychology

Citations in the corpus

Antecedents of Responsible Leader Behavior: A Research Synthesis, Conceptual Framework, and Agenda for Future Research (2014, background): “By contrast, managers who embrace self-transcendent values are more likely to make decisions and take actions that benefit society and avoid harmful consequences for others (Ashkanasy, Windsor, & Treviño, 2006; Kalshoven et al., 2010).”
New Insights into Ethical Leadership: A Qualitative Investigation of the Experiences of Executive Ethical Leaders (2014, background): “However, empirical research on antecedents is still very rare and has primarily focused on the individual characteristics of the leader: ethical leadership has been related to the leader’s conscientiousness, agreeableness (Kalshoven et al. 2010; Walumbwa and Schaubroeck 2009) and emotional stability”
The Relationship Between Ethical Leadership and Unethical Pro-Organizational Behavior: Linear or Curvilinear Effects? (2012, background): “Initial evidence indicates that ethical leadership is a meaningful and reliable construct, and empirically distinguishable from similar concepts such as the idealized influence aspect of transformational leadership, leader–member exchange, honesty, and interactional justice (Brown et al. 2005; Toor ”
Ethical leadership and followers' helping and initiative: The role of demonstrated responsibility and job autonomy (2013, methodology): “Helping and initiative are both forms of organizational citizenship behaviour (Moorman & Blakely, 1995) that are desirable for the organization and valued by ethical leaders (Kalshoven et al., 2011a; Walumbwa & Schaubroeck, 2009).”
Ethical leadership and knowledge hiding: an intervening and interactional analysis (2020, background): “employees working under ethical leaders’ supervision gain access to important job resources, such as emotional support, feedback, care, and help from their supervisors (Kalshoven et al., 2011; Kalshoven & Boon, 2012).”
Do Role Models Matter? An Investigation of Role Modeling as an Antecedent of Perceived Ethical Leadership (2014, background): “Previous research has found a link between a leader’s agreeableness and conscientiousness and follower ratings of ethical leadership (Kalshoven et al. 2011; Walumbwa and Schaubroeck 2009).”