An organizational climate regarding ethics: The outcome of leader values and the practices that reflect them.

By Marcus W. Dickson, Deborah S. Smith, Michael W. Grojean, Mark G. Ehrhart. 2001

403 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/53c5fb813726c65482b46e6f404a13deee835bac

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In Demography

In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure (2011, neutral): “Dineen et al. (2006) found that word-deed alignment related to OCB. Thus, fairness and integrity are expected to be important in relation to OCB. Also, a people orientation enhances a strong social relationship between leader and followers, which likely results in OCB. Followers may copy the leader'”
Establishing Organizational Ethical Climates: How Do Managerial Practices Work? (2010, result): “However, it is surprising to note that, even though empirical research has addressed the roles of leaders (e.g., Dickson et al., 2001; Grojean et al., 2004; Wimbush and Shepard, 1994) and organizational structure (e.g., Jin et al., 2007; Verbeke et al., 1996) in influencing ethical climates, little…”
Ethical leadership, moral equity judgments, and discretionary workplace behavior (2013, background): “Organizational leadership plays a prominent role in managing ethical accountability (Barnard, 1938; Dickson et al., 2001); to so do effectively, leaders must help employees to understand ethically charged issues, and make appropriate judgments.”
The effect of leader moral development on ethical climate and employee attitudes (2005, background): “Leaders bring to their organizations a framework for dealing with ethical issues, and it is this ethical framework that is expected to influence the organization s ethical climate (Dickson et al., 2001; Logsdon & Corzine, 1999; Logsdon & Yuthas, 1997; Mendonca, 2001; Sims, 2000; Sims & Brinkman, 200”
The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field (2009, background): “The collective effect of multiple organizational members attending to the virtuous example of a manager exhibiting ethical leadership creates a work environment characterized by shared ethical work norms and perceptions (i.e., an ethical climate) (Davidovitz et al., 2007; Dickson et al., 2001).”
Authentic Leadership and Employee Well-Being: The Mediating Role of Attachment Insecurity (2015, background): “2005a, b) and related empirical research (Dickson et al. 2001; Shirazi and Sharifirad 2013) corroborates the role authentic leaders can play in creating”
Trust Repair After An Organization-Level Failure (2009, background): “Case studies attest to organizational and work unit norms exerting strong pressure on employees to act in untrustworthy ways, and even justifying questionable behavior (Dickson et al., 2001; Treviño, 1986).”
Linking ethical leadership and ethical climate to employees' ethical behavior: the moderating role of person–organization fit (2020, methodology): “It has been indicated by previous empirical studies that ethical leadership significantly influences the ethical behaviour of employees (Dickson et al., 2001; Mayer et al., 2009; Brown et al., 2005; Ofori, 2009).”
Ethical Leader Behavior and Big Five Factors of Personality (2011, background): “Nowadays, in addition to financial targets, organizations also need to meet environmental and societal responsibilities and leaders are expected to have an important role in stimulating the ethical climate at work (Dickson et al., 2001).”