A Scale to Assess Ethical Leadership of Indian Private and Public Sector Managers

By R. Khuntia, Damodar Suar. 2004

197 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/4dd18d92e4765562c32294198d571a0ac0f54560

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Citations in the corpus

How Emotional Labor and Ethical Leadership Affect Job Engagement for Chinese Public Servants (2014, background): “Ethical leaders are seen as fair and principled decision makers who care about people and the broader society (Brown & Treviño, 2006; Brown, Treviño, & Harrison, 2005; Eisenbeiss, 2012; Khuntia & Suar, 2004; Mendonca, 2001; Saban, 2011; Salminen, 2006).”
The Moral Entrepreneur: A New Component of Ethical Leadership (2019, background): “This notion is neither considered as an aspect of ethical leadership (see e.g., Khuntia and Suar 2004; Resick et al. 2011; Fehr et al. 2015) nor included as an item in current scales (e.g., Brown et al. 2005; Kalshoven et al. 2011b; Yukl et al. 2013).”
Exploring the impact of ethical leadership on job satisfaction and organizational commitment in public sector organizations: the mediating role of psychological empowerment (2019, background): “Kanungo (2001) observed that ethical leaders involve in particular behaviors that are beneficial and appreciated by their followers and they integrate moral norms into certain values and beliefs in public organizations (Khuntia and Suar 2004) but Brown et al.”
Empowering behaviour and leader fairness and integrity: Studying perceptions of ethical leader behaviour from a levels-of-analysis perspective (2009, background): “Also, Khuntia and Suar ( 2004 ) found that ethical leadership of Indian private and public sector managers was positively related to subordinates' job performance, affective commitment, and job involvement.”
The Impact of Ethical Leadership and Leadership Effectiveness on Employees’ Turnover Intention: The Mediating Role of Work Related Stress (2012, background): “Ethical leadership is thought to be uniquely important because of the impact leaders may have on the conduct of the organization and ultimately on organizational performance (Aronson, 2001; Kanungo, 2001; Trevino et al, 2003), on job performance (Khuntia and Suar, 2004).”
The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field (2009, result): “Thus, our results do not offer insight on whether our model would hold for more diverse samples or if the influence of ethical leadership generalizes to other cultures (e.g., Khuntia and Suar, 2004; Resick et al., 2006).”
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).”
Linking ethical leadership and ethical climate to employees' ethical behavior: the moderating role of person–organization fit (2020, background): “Khuntia and Suar (2004) posit that motivating and empowering subordinates should be vital features of ethical leadership.”