CEO Ethical Leadership, Ethical Climate, Climate Strength, and Collective Organizational Citizenship Behavior

By Yuhyung Shin. 2012

374 citations recorded by the source corpus.

Subfields: Demography, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0227981bce75c92b161dfcc0ad1b847ef8cf08e4

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Dark Side of Buyer Power: Supplier Exploitation and the Role of Ethical Climates (2017, background): “global organizational decision processes, and in management research (Saini, 2010; Shin, 2012).”
An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality (2019, background): “Furthermore, individuals led by ethical leaders who emphasize the importance of behavior benefiting the organization (OCB organizational) might act in line with this activated moral concern such that they are more likely to show voluntary pro-organizational behavior (Mo and Shi 2017; Shin 2012).”
Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, background): “These items, in turn, are considered to be relevant inter alia to organizational identification (DeConinck, 2011), purchasing social responsibility (Blome & Paulraj, 2012), turnover intentions (Stewart, Volpone, Avery, & McKay, 2011), organizational citizenship behavior in general (Shin, 2012), and ”
New Insights into Ethical Leadership: A Qualitative Investigation of the Experiences of Executive Ethical Leaders (2014, background): “…et al. 2009; Rowold et al. 2009; Tanner et al. 2010), psychological well-being (Avey et al. 2012), perception of the ethical climate of the firm (Shin 2012) and ‘subordinates’ optimism about the future of the organisation and their own place within it’ (De Hoogh and Den Hartog 2008, p. 297).”
Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources (2017, background): “…personalities (Li, Liang, & Crant, 2010), perceptions of justice (Cohen-Charash & Spector, 2001), person–organization fit (Wei, 2012), decision autonomy (Noblet et al., 2006), ethical decision making (Shin, 2012), and job satisfaction and organizational commitment (Williams & Anderson, 1991).”
The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective (2013, background): “…influence of benevolent ethical climate and negative influence of egoistic ethical climate; (ii) job satisfaction (e.g. Stewart et al. 2011; Shin 2012), with the positive influence of both benevolent and principled ethical climates; (iii) psychological well-being (e.g. Mulki et al. 2008),…”
A Multilevel Model Examining the Relationships Between Workplace Spirituality, Ethical Climate and Outcomes: A Social Cognitive Theory Perspective (2019, background): “For example, research has linked ethical climate to extrarole behaviours (Leung 2008) which can be explained through social exchange theory (Shin 2012).”
The Anatomy of Corporate Fraud: A Comparative Analysis of High Profile American and European Corporate Scandals (2014, background): “Shin (2012) conducted firm-level analyses regarding the relationship between CEO ethical leadership and ethical climate.”
Linking Ethical Leadership to Employees’ Organizational Citizenship Behavior: Testing the Multilevel Mediation Role of Organizational Concern (2015, background): “Researchers demonstrated that employees are more likely to put the organizational and collective goals ahead if they have a supervisor who makes ethics and collective success salient in the team/organization (Mayer et al. 2012; Shin 2012).”
Ethical Leadership and Team Ethical Voice and Citizenship Behavior in the Military: The Roles of Team Moral Efficacy and Ethical Climate (2020, methodology): “Therefore, organizations should invest resources that help improve the ethical climate within teams to facilitate team members’ learning of the guidelines, bolstered by ethical leaders and their implementation to promote ethical and prosocial behaviors in the workplace (Shin, 2012).”
Collective Efficacy: Linking Paternalistic Leadership to Organizational Commitment (2018, methodology): “2002) is also not adopted as it requires large sample sizes and a larger number of employees per group (Hsiung 2012; Shin 2012).”