The relationship between ethical leadership and core job characteristics.

By Ronald F. Piccolo, Rebecca L. Greenbaum, Deanne N. den Hartog, Robert Folger. 2010

863 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/0700a4314a1c14f1894d58ae8581e265d80158bc

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In Demography

In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

A TRICKLE-DOWN MODEL OF ABUSIVE SUPERVISION (2012, methodology): “Although the procedure has been used successfully in prior research (e.g., Grant & Mayer, 2009; Mayer, Aquino, Greenbaum, & Kuenzi, 2012; Mayer et al., 2009; Piccolo et al., 2010), a concern that cannot be ruled out is that putting one focal employee in charge of survey administration at each organi”
Ethical Leadership and Followers’ Moral Judgment: The Role of Followers’ Perceived Accountability and Self-leadership (2014, background): “…progress in construct development by Brown et al. (2005), scholars such as De Hoogh and Den Dartog (2008), Detert et al. (2007), Mayer et al. (2009), Piccolo et al. (2010), Treviño et al. (2003), Walumbwa et al. (2011), and Walumbwa and Schaubroeck (2009) have started to address this shortcoming.”
Linking Ethical Leadership to Employees’ Organizational Citizenship Behavior: Testing the Multilevel Mediation Role of Organizational Concern (2015, background): “…working with ethical leaders are more likely to go ‘‘above and beyond’’ the official call of duty to help organizations achieve long-term goals (Podsakoff et al. 1997, 2000; Piccolo et al. 2010; Kalshoven et al. 2011; Zoghbi-Manriquede-Lara and Suarez-Acosta, 2013; Boehm and Dwertmann 2015).”
Ethical Leadership and Corporate Social Responsibility in China: A Multilevel Study of Their Effects on Trust and Organizational Citizenship Behavior (2017, background): “Such factors could very well influence the extent to which employees exhibit OCBs.”
To act out, to withdraw, or to constructively resist? Employee reactions to supervisor abuse of customers and the moderating role of employee moral identity (2013, methodology): “…who have used similar approaches to collecting data (Grant and Mayer, 2009; Judge et al., 2006; Lee and Allen, 2002; Morgeson and Humphrey, 2006; Piccolo et al., 2010; Skarlicki and Folger, 1997), we took a number of steps to ensure that the surveys were completed by the correct sources.”
The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance (2019, background): “, 2011) and increased levels of employee job performance (Bonner et al., 2016; Piccolo et al., 2010).”
Ethical leadership and followers' helping and initiative: The role of demonstrated responsibility and job autonomy (2013, background): “Indeed, available research confirms a positive relationship between ethical leadership and helping (Kalshoven et al., 2011a; Mayer et al., 2009; Piccolo et al., 2010).”
Does ethical leadership reduce turnover intention? The mediating effects of psychological empowerment and organizational identification (2020, background): “In addition, psychological empowerment has been studied as a mediator in the relationship between ethical leadership and other employees’ workrelated outcomes such as job performance (Dust et al., 2014; Piccolo et al., 2010).”
Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Politics and the Moderating Role of Political Skill (2013, background): “Research focusing on ethical leadership has demonstrated its positive effects on prosocial behaviors (Mayer et al. 2010; Piccolo et al. 2010; Walumbwa and Schaubroeck 2009) as well as the negative effects that occur in the absence of ethical leadership (Mayer et al.”