Improving the “Leader–Follower” Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response

By P. Ruiz, Carmen Ruiz, Ricardo Martínez-Cañas. 2011

191 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/539a418a65d5920898321f1a77d12207c56eb4de

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Citations in the corpus

Ethical Leadership: Assessing the Value of a Multifoci Social Exchange Perspective (2012, background): “They also create environments of trust where subordinates are likely to develop similarly committed behavior patterns (see Neubert et al. 2009; Ruiz et al. 2011).”
How Ethical Leadership Shapes Employees’ Job Performance: The Mediating Roles of Goal Congruence and Psychological Capital (2014, background): “Along these lines of thinking, it is assumed, then, that the leadership of immediate supervisors has a greater impact on followers’ motivations and behaviors than senior management, who are less psychologically proximate to followers (Mayer et al. 2009; Ruiz et al. 2011).”
The Nexus of Ethical Leadership, Job Performance, and Turnover Intention: The Mediating Role of Job Satisfaction (2018, background): “Ethical leadership is important for organizational operations [2], because in high power-distance firms, ethical leaders are more likely to develop emotional ties with employees [34], consequently, reinforcing the positive effects on employees’ job response [33].”
The Relationship Between Ethical Leadership and Unethical Pro-Organizational Behavior: Linear or Curvilinear Effects? (2012, background): “With respect to the outcomes of ethical leadership, research has shown that ethical leadership enhances employee work attitudes such as job satisfaction and affective organizational commitment (Neubert et al. 2009; Ruiz et al. 2011), job performance (Piccolo et al.”
A Meta-analytic Review of Ethical Leadership Outcomes and Moderators (2016, result): “This finding is consistent with Shao’s (2010) proposition that the scope of ethical leadership is broader than what is defined by Brown et al.”