The Impact of Ethical Leadership Behavior on Employee Outcomes: The Roles of Psychological Empowerment and Authenticity

By Weichun Zhu, Douglas R. May, Bruce J. Avolio. 2004

491 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/49c8dd7065b44df9c18b4a0bf765ea3e902d90ef

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In Demography

In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

The influence of ethical leadership on trust and work engagement: An exploratory study (2014, background): “Ethical leadership involves employees in decision-making procedures and facilitates well-being and potential growth of the employees (Zhu et al., 2004).”
Are ethical theories relevant for ethical leadership (2012, background): “Zhu et al. (2004) said that to be authentic, leaders must transcend their own interest and focus on the common good.”
Ethical leadership and job performance in China: : The roles of workplace friendships and traditionality (2013, background): “Our study is the first to investigate the cultural effects on this relationship and further echoes the calls for attention of individual values (Zhu et al., 2004).”
Ethical leadership and employee success: Examining the roles of psychological empowerment and emotional exhaustion (2018, background): “…as ethical leaders articulate the importance of respect and appreciation for others, employees should recognize that they are an integral part of the organization, as opposed to simply being a means to organizational productivity, and in turn see the meaningfulness in their work (Zhu et al., 2004).”
A study of the impact of three leadership styles on integrity violations committed by police officers (2007, background): “Several scholars as well as practitioners argue that leadership is the key variable influencing the ethics and integrity of employees (Ciulla, 1998; Dickson et al., 2001; Fulmer, 2004; Gini, 2004; Lewis, 1991; Trevino et al., 2000; Zhu et al., 2004).”
Psychological Empowerment as a Mediator Between Teachers’ Perceptions of Authentic Leadership and Their Withdrawal and Citizenship Behaviors (2014, background): “Based on studies that showed a positive relationship between authentic leadership and psychological empowerment (e.g., Zue et al., 2004), a positive relationship between psychological empowerment and OCB (e.g., Bogler & Somech, 2004), and a negative relationship between psychological empowerment…”
Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification (2011, background): “LINKING ETHICAL LEADERSHIP 7 Similarly, Zhu, May, and Avolio (2004) argued that ethical leaders’ benevolent behavior and consideration of employees’ developmental needs should cause such leaders to place employees in situations that facilitate growth and confidence in their job-related skills, there”
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 implicit in the ethical leadership literature is the assumption that ethical leadership increases employees’ feelings of personal control and voice opportunity (Brown et al. 2005; Piccolo et al. 2010; Walumbwa and Schaubroeck 2009; Zhu et al. 2004), few studies have examined whether this is”
Relationship Between Ethical Leadership, Organizational Commitment and Job Satisfaction at Hotel Organizations (2015, unknown): “Ghahroodi, Mohd and Ghorban (2013), Zhu et al. (2004), Lim (2012), Toor and Ofori (2009) found in their studies that ethical leadership positively affects organizational commitment, while ethical leadership may also have a positive effect on job satisfaction (Brown et al., 2005).”