Ethical leadership, employee well-being, and helping: The moderating role of human resource management.

By K. Kalshoven, Corine Boon. 2012

258 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/24c233d96384a917d0b947f3b0c28287228f59b9

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In Demography

In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

The depleted leader: The influence of leaders' diminished psychological resources on leadership behaviors ☆ ☆☆ (2014, background): “…(i.e., leader–member exchange) is also an important resource for reducing stress and work–family conflict among female employees (Bernas & Major, 2000), while ethical leadership is conceptualized as a resource that increases subordinate well-being and helping behavior (Kalshoven & Boon, 2012).”
Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership (2018, background): “…recently, ethical leadership has already shown its impact on a number of employee outcomes, such as well-being (Avey, Wernsing, & Palanski, 2012; Kalshoven & Boon, 2012), organizational commitment (Hansen, Alge, Brown, Jackson & Dunford, 2013; Neubert, Carlson, Kacmar, Roberts & Chonko, 2009)…”
Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences (2018, background): “…support with regard to the work-family interface (Au & Ahmed 2016, Malaysia; Siu et al. 2015, China), of organizational justice ( Janssen et al. 2010, China/Hong Kong; Sun & Pan 2008, China), as well as of training and development (Kalshoven & Boon 2012, Netherlands; Sun & Pan 2008, China).”
Ethical leadership and knowledge hiding: an intervening and interactional analysis (2020, background): “…positive meaning and greater good motivation by embedding purpose and significance into the objective conditions of the followers’ work and signifying the contributions that their work carries for the organization, co-workers, and society at large (Michaelson et al., 2014; Kalshoven & Boon, 2012).”
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): “Ethical Leadership and Employee Behaviors The benefits of ethical leadership have been examined in past research (Ahmed and Muchiri in press; Brown et al. 2005; Brown and Treviño 2006; Kalshoven and Boon 2012; Mayer et al. 2009; Walumbwa et al. 2012).”
New Insights into Ethical Leadership: A Qualitative Investigation of the Experiences of Executive Ethical Leaders (2014, result): “While our study answers the call for further specifying ethical leadership behaviour (Kalshoven and Boon 2012; Tanner et al. 2010) and, therefore, helps to draw a clearer picture, of what ‘normatively appropriate behaviour’ contains, it also reveals overlaps of ethical leadership with other…”
Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance (2015, background): “…(individually or as a group) trust in leader (Newman, Kiazad, Miao & Cooper, 2013) work engagement (Den Hartog & Belschak, 2012), well-being (Kalshoven & Boon, 2012), voice (Avey, Wernsing & Palanski, 2012; Walumbwa, Morrison & Christensen, 2012), psychological ownership (Avey et al.,…”
Predictors of Organizational Citizenship Behavior: Ethical Leadership and Workplace Jealousy (2014, background): “ethical leadership in employees (Kalshoven and Boon 2012; Rego et al. 2010) can counterbalance the negative Ethical Leadership and Workplace Jealousy 119”
Benevolent leadership and psychological well-being (2016, background): “As employees with poor well-being may be less productive, make lower-quality decisions and exhibit higher absenteeism rates at work (Danna and Griffin, 1999), it is important for organizations to focus on enhancing employee well-being (Kalshoven and Boon, 2012).”
Effects of ethical leadership on emotional exhaustion in high moral intensity situations (2015, unknown): “…Greenbaum, den Hartog, & Folger, 2010), (3) fewer deviant and unethical acts (Mayer et al., 2012; Schaubroeck et al., 2012; Stouten et al., 2010), and (4) greater well-being (Avey et al., 2012; Chughtai et al., 2014; Den Hartog & Belschak, 2012; Kalshoven & Boon, 2012; Li, Xu, Tu, & Lu, 2013).”