Impact of Ethical Leadership and Leader–Member Exchange on Whistle Blowing: The Moderating Impact of the Moral Intensity of the Issue

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Constructive Deviance in Organizations (2013, background): “And Bhal and Dadhich (2011) found that high levels of LMX were related to whistle-blowing in India.”
Ethical Leadership and Internal Whistleblowing: A Mediated Moderation Model (2017, background): “Second, while recent years have witnessed a growing interest in studying leadership and whistleblowing (Bhal and Dadhich 2011; Liu et al. 2015), less is known about the intermediary mechanisms that can translate ethical leadership into an enabler for whistleblowing.”
Interactional justice, leader–member exchange, and employee performance: Examining the moderating role of justice differentiation (2017, unknown): “(2016) DOI: 10.1002/job experimental setting (Bhal & Dadhich 2011).”
An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality (2019, background): “To foster participants’ cognitive elaboration, participants had to write a short story about what they thought working with that supervisor would be like (cf., Bhal and Dadhich 2011; van Gils et al. 2015a, b).”
Determinants of Whistleblowing Within Government Agencies (2015, background): “While Near and Miceli (1986) found that the lack of support from supervisors and top management decreases whistleblowing, ethical leaders who support and encourage ethical behaviors facilitate the motivation to blow the whistle (Bhal & Dadhich, 2011).”