Ethical leadership: A social learning perspective for construct development and testing

By Michael E. Brown, Linda Klebe Treviño, David A. Harrison. 2005

5,173 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/428df07d1a64b2b9a03f994677bc91077cade9b9

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Citations in the corpus

The Impact of Paternalistic Leadership on Ethical Climate: The Moderating Role of Trust in Leader (2011, background): “Research suggests that ‘‘trust in leader’’ and ‘‘ethical organizational climate’’ are related concepts (DeConinck 2011; Mulki et al. 2006; Brown et al. 2005; Treviño and Weaver 2001).”
Transformational Leadership and Leaders’ Mode of Care Reasoning (2011, neutral): “…last decade has led to a growing body of empirical research, not only into the nature, antecedents, and consequences of ethical leadership (e.g., Brown et al. 2005; Mayer et al. 2009), but also into the moral foundations (i.e., problem-solving approaches) associated with specific leadership…”
Respectful leadership and followers’ knowledge sharing: A social mindfulness lens (2020, background): “may thus copy the attitudes and behaviors of their leaders through processes such as observational learning and imitation (Brown et al., 2005).”
Ethical leadership and follower voice and performance : the role of follower identifications and entity morality beliefs (2015, positive): “…idealized influence, it would be helpful to control for the effect of idealized influence when examining ethical leadership effectiveness, although Brown, Trevino, and Harrison (2005) found that ethical leadership can significantly predict leadership effectiveness (r = .21, p .01), even after…”
Ethical and empowering leadership and leader effectiveness (2013, background): “Brown et al. (2005) also suggested that ethical leaders are likely to positively induce affective commitment of subordinates because of Ethical and empowering leadership”
The relationship between ethical leadership and core job characteristics. (2010, methodology): “Ethical leadership Ethical leadership was measured using Brown et al.’s (2005) ethical leadership scale (10 items).”
Ethical Leadership and Internal Whistleblowing: A Mediated Moderation Model (2017, methodology): “However, because ethical leaders focus on ‘‘what’s right’’ and ‘‘how we can do right,’’ they regard whistleblowers helpful to the organization, appreciating, supporting, and even rewarding them (Brown et al. 2005).”
Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study (2008, background): “…people, dependability, reliability, loyalty, courage and responsibility, prudence and patience, obeying the dictates of one's conscience, and compassion are seen as important for ethical leadership (e.g., Bass & Steidlmeier, 1999; Brown et al., 2005; Guillén & González, 2001; Khuntia & Suar, 2004).”
Effects of ethical leadership on emotional exhaustion in high moral intensity situations (2015, positive): “Most existing research on ethical leadership was conducted in civilian organizations, and the body of work clearly indicates the effectiveness of ethical leadership (e.g., Brown et al., 2005; Piccolo et al., 2010; Schaubroeck et al., 2012).”
Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance (2015, background): “The demonstration of normatively appropriate conduct through personal actions and interpersonal relationships (Brown et al., 2005) by supervisors provides cues concerning the values of the organization, thus enhancing employees’ affective organizational commitment.”
Ethical leadership: A review and future directions (2006, methodology): “Ethical leadership has been found to be significantly correlated with the idealized influence dimension of transformational leadership (the dimension that has explicit ethical content) (Brown et al., 2005).”
Ethical leadership and group in-role performance: The mediating roles of group conscientiousness and group voice (2012, background): “Building from Brown and colleagues (Brown & Treviño, 2006; Brown et al., 2005), this is the conceptualization that we adopt in this paper.”