How low does ethical leadership flow? Test of a trickle-down model

By David M. Mayer, Maribeth Kuenzi, Rebecca L. Greenbaum, Mary Bardes, Rommel O. Salvador. 2009

1,672 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/204d94b029b1a04e1cc36c246a822889bd627509

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Dark Side of Leadership: A Three-Level Investigation of the Cascading Effect of Abusive Supervision on Employee Creativity (2012, background): “Adding to the literature on the cascading effect of positive leader behaviors (e.g., Bass et al., 1987; Mayer et al., 2009), we show that leaders lower in an organizational hierarchy may also emulate negative behaviors of higher-level leaders (e.g., abusive behaviors).”
Ethical and empowering leadership and leader effectiveness (2013, background): “variety of important outcomes, including subordinate motivation, satisfaction, performance, pro-social behaviors, and deviant or counter-productive behaviors (Chen et al., 2011; Den Hartog and De Hoogh, 2009; Huang et al., 2010; Kim and Brymer, 2011; Konczak et al., 2000; Mayer et al., 2012; Mayer e”
Someone to Look Up To (2013, background): “Ethical leadership positively influences many important employee outcomes (Brown, Treviño, & Harrison, 2005; Mayer et al., 2009).”
When Do Ethical Leaders Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on Employee Discretionary Reactions to Ethical Leadership (2019, background): “Although ethical leaders strive to be a role-model through two-way communication (Babalola et al. 2016; Brown et al. 2005; Mayer et al. 2009), we argue that a leader’s ethical conviction is crucial in determining whether or not employees feel they have influence over how things are done at work.”
Ethical Leadership and Team Ethical Voice and Citizenship Behavior in the Military: The Roles of Team Moral Efficacy and Ethical Climate (2020, methodology): “Specifically, ethical leaders often solicit input from team members to figure out their team needs and strengths (Brown et al., 2005; Mayer et al., 2009, 2012).”
Improving the “Leader–Follower” Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response (2011, background): “…matter (e.g. Brown et al., 2005; Chiaburu and Lim, 2008; Mayer et al., 2009; Toor and Ofori, 2009) but empirical research on the topic is scarce (Mayer et al., 2009) and the wide range of positive employee job attitudes and behaviour has not been considered to the present (e.g. turnover…”