Ethical Leadership: Assessing the Value of a Multifoci Social Exchange Perspective

By S. Duane, Hansen bullet, Bradley J. Alge, Michael E. Brown, Christine L. Jackson, Benjamin B. Dunford. Journal of Business Ethics, 2012

195 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/1c6af8ae270dcaed2b2c6288ee585407cd94162a

How researchers see this paper

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

In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

Do Role Models Matter? An Investigation of Role Modeling as an Antecedent of Perceived Ethical Leadership (2014, background): “Research has also found that top management’s ethical leadership has both direct and indirect effects on employee attitudes and behaviors at lower levels in the organization (Hansen et al. 2012; Mayer et al. 2009).”
Corporate Social Responsibility, Ethical Leadership, and Trust Propensity: A Multi-Experience Model of Perceived Ethical Climate (2015, methodology): “2007) and empirical (Hansen et al. 2013) researches have also confirmed that employees are attuned to their organization’s actions and that those actions are used by employees to assess the character of the organizational leaders responsible for these actions.”
How Perceived Corporate Social Responsibility Affects Employee Cynicism: The Mediating Role of Organizational Trust (2018, background): “Recent empirical research has confirmed that employees are attuned to their organization’s actions, which they use to assess the character of the organi‐ zational leaders behind them (Hansen et al. 2013).”
An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality (2019, background): “To illustrate, a tremendous amount of research has argued that ethical leadership evokes moral follower behavior through general social exchange mechanisms such as the quality of the leader– member exchange relationship (e.g., Hansen et al. 2013; Walumbwa et al. 2011).”
My Boss is Morally Disengaged: The Role of Ethical Leadership in Explaining the Interactive Effect of Supervisor and Employee Moral Disengagement on Employee Behaviors (2016, background): “Although the extant literature demonstrates that perceptions of ethical leadership are related to important employee and organizational outcomes (Avey et al. 2011; Avey et al. 2012; De Hoogh and Den Hartog 2008; Hansen et al. 2012; Kacmar et al. 2012; Mayer et al. 2013; Piccolo et al. 2010; Rubin et”
The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance (2019, background): “Indeed, research has shown that othersfocused forms of leadership such as ethical and servant leadership have a positive impact on employees’ loyalty to the supervisor (Hansen et al., 2013; Sendjaya and Pekerti, 2010) and their perceptions of leader effectiveness (Brown et al.”