Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture

By Shamas‐Ur‐Rehman Toor, G. Ofori. 2009

567 citations recorded by the source corpus.

Subfields: Accounting, Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/513f0a59f81d24992d5a5bcd7bf88e7ce3248e47

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In Accounting

1. Shenjiang Mo
2. Usman Raja
3. Susanne Braun
4. Dieter Frey
5. Junqi Shi
6. Martha C. Andrews
7. Rebecca L. Greenbaum
8. Muhammad Y. A. Rawwas

In Demography

1. David M. Mayer
2. Rebecca L. Greenbaum
3. Alexander Newman
4. Muhammad Asif
5. Jinsoo Hwang
6. Marie S. Mitchell
7. Yuntao Bai
8. Li Lin

In Organizational Behavior and Human Resource Management

1. Rebecca L. Greenbaum
2. David M. Mayer
3. Kenneth J. Harris
4. Marie S. Mitchell
5. Alexander Newman
6. Michael E. Brown
7. M. Kaptein
8. K. Kacmar

Citations in the corpus

• Linking Ethical Leadership to Employees’ Organizational Citizenship Behavior: Testing the Multilevel Mediation Role of Organizational Concern (2015, background): “It is not enough for a leader to solely act as a moral person with a strong sense of ethical awareness (Toor and Ofori 2009), because in a leadership position, they are expected to have managerial skills to direct employees’ attention on ethics and infuse the team/organization with principles that g”
• 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): “Although the extant literature demonstrates that perceptions of ethical leadership are related to important employee and organizational outcomes (Avey et al. 2011; Avey et al. 2012; De Hoogh and Den Hartog 2008; Hansen et al. 2012; Kacmar et al. 2012; Mayer et al. 2013; Piccolo et al. 2010; Rubin et”
• Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms (2011, background): “…earliest and most frequently as consequences of positive forms of leadership in general (e.g., Erben and Güneşer 2008; Neubert et al. 2009; Toor and Ofori 2009) and of authentic leadership in particular are followers’ commitment, job satisfaction, and extraeffort (cf. Avolio et al.…”
• Ethical Leadership, Affective Commitment, Work Engagement, and Creativity: Testing a Multiple Mediation Approach (2019, background): “It can be achieved when leaders participate in behaviors that advance the well-being of others and abstain from behaviors that may cause damage to others [10].”
• Ethical leadership, trust in leader and creativity: The mediated mechanism and an interacting effect (2018, background): “It can be achieved when leaders participate in behaviors that advance the well-being of others and abstain from behaviors that may cause damage to others (Toor & Ofori, 2009).”
• The Moral Entrepreneur: A New Component of Ethical Leadership (2019, unknown): “Many scholars employ the Ethical Leadership Scale (ELS): Toor and Ofori (2009), Avey et al. (2011), Chughtai et al. (2015), DeConinck (2015), and Wu et al. (2015), to name some.”
• How Ethical Leadership Shapes Employees’ Job Performance: The Mediating Roles of Goal Congruence and Psychological Capital (2014, background): “These proactive efforts encompass the communication of high performance expectations and rolemodeling behaviors that are normatively appropriate and good for the collective using reinforcement systems to hold people responsible for appropriate conduct while treating people fairly and with respect (B”
• Ethical and Unethical Leadership: Exploring New Avenues for Future Research (2010, background): “…on the job, voice behavior (i.e., expression of constructive suggestions intended to improve standard procedures), and perceptions of organizational culture and ethical climate (brown et al., 2005; Neubert, carlson, Kacmar, Roberts, & chonko, 2009; toor & Ofori, 2009; Walumbwa & Schaubroeck, 2009).”
• Improving the “Leader–Follower” Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response (2011, background): “Rather, the study on ethical leadership is still infant (Mayer et al., 2009), and knowledge about what exactly ethical leadership phenomenon comprises is not plentiful (Toor and Ofori, 2009).”
• 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).”