The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field

By M. Neubert, Dawn S. Carlson, K. Kacmar, James A. Roberts, L. Chonko. 2009

621 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/0639ebd43bf07bb5cc6f1879980b79a6880c8e1c

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Citations in the corpus

Leader Mindfulness and Employee Performance: A Sequential Mediation Model of LMX Quality, Interpersonal Justice, and Employee Stress (2018, positive): “Organizational justice represents a major way in which leaders enact ethical behaviors (Neubert et al. 2009) and a large body of research attests to the benefits of such behaviors, in terms of leader–employee relations (Masterson et al.”
New Insights into Ethical Leadership: A Qualitative Investigation of the Experiences of Executive Ethical Leaders (2014, background): “…subordinates: ethical leadership behaviour has been related to commitment (Rowold et al. 2009), affective commitment (Den Hartog and De Hoogh 2009; Neubert et al. 2009), normative commitment (Den Hartog and De Hoogh 2009), organisational and team commitment (Kalshoven et al. 2011) and affective…”
Linking Ethical Leadership to Employees’ Organizational Citizenship Behavior: Testing the Multilevel Mediation Role of Organizational Concern (2015, background): “Employees observe and reproduce their supervisor’s ethical attitudes, behaviors, and decisions in the day-to-day interactions (McCann and Holt 2009; Neubert et al. 2009).”
Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Politics and the Moderating Role of Political Skill (2013, background): “While research addressing ethical leadership has demonstrated a wide variety of outcomes (Avey et al. 2011; Dadhich and Bhal 2008; Mayer et al. 2009; Neubert et al. 2009), very little research has examined or offered an explanation or mechanism by which ethical leadership leads to favorable outcomes”
The influence of spiritual leadership on quality of work life, job satisfaction and organizational citizenship behavior (2018, background): “job satisfaction as indicated by salary, promotion, colleague, supervisor and the work itself (Luthans, 2006) and (Neubert et al., 2009); and OCB as indicated by conscientiousness, harmony of interpersonal relation, prioritization of others or public interest and sportsmanship (Luthans, 2006).”
CEO Gender, Ethical Leadership, and Accounting Conservatism (2015, background): “In contrast, sound ethical leadership is often linked to organizational success, such as increased profitability and performance (Paine 2003; Prottas 2013), and employee job satisfaction and commitment (Brown and Mitchell 2010; Hunter 2012; Neubert et al. 2009; Prottas 2013).”
Linking ethical leadership and ethical climate to employees' ethical behavior: the moderating role of person–organization fit (2020, background): “Furthermore, more recent empirical studies have revealed that ethical leadership positively influences the ethical climate (Neubert et al., 2009; Lu and Lin, 2014; Demirtas et al., 2015; Choi et al., 2015).”
Organizational justice: New insights from behavioural ethics (2013, background): “Neubert et al. (2009) also proposed that a leader’s fair day-to-day interactions with their employees (i.e. high interactional justice) would further heighten their moral authority and leadership and thus their influence on individuals’ perceptions of overall organizational ethical climate.”