Ethical leadership and group in-role performance: The mediating roles of group conscientiousness and group voice

By Fred Walumbwa, E. W. Morrison, Amanda L. Christensen. 2012

239 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/5d06409382da4ee67a3e397b2ae2b8a45982c87f

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

New Insights into Ethical Leadership: A Qualitative Investigation of the Experiences of Executive Ethical Leaders (2014, background): “2010), group in-role performance (Walumbwa et al. 2012) and effectiveness (Kalshoven et al.”
Ethical Leadership and Team Ethical Voice and Citizenship Behavior in the Military: The Roles of Team Moral Efficacy and Ethical Climate (2020, methodology): “Other studies have documented the unique contributions of ethical leadership over constructs such as TFL and transactional leadership (e.g., Bedi et al., 2016; Brown et al., 2005; Hoch et al., 2018; T. W. Ng & Feldman, 2015; Walumbwa et al., 2012).”
Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance (2015, unknown): “, 2012), safety (Walumbwa & Schaubroeck, 2009), and conscientiousness (Walumbwa et al., 2012).”
Consequences of unit-level organizational citizenship behaviors: A review and recommendations for future research (2014, background): “These studies have tended to focus on voice behavior (e.g., Burris, Detert, Harrison, & Martin, in press; De Dreu & van Vianen, 2001; Frazier & Bowler, in press; MacKenzie et al., 2011b; McClean et al., 2013; Walumbwa et al., 2012).”
Paternalistic leadership and employee voice: Does information sharing matter? (2014, background): “Walumbwa et al. (2012) argued that group voice mediated the relationship between ethical leadership and performance.”
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): “…De Hoogh and Den Hartog 2008; Hansen et al. 2012; Kacmar et al. 2012; Mayer et al. 2013; Piccolo et al. 2010; Rubin et al. 2010; Toor and Ofori 2009; Walumbwa et al. 2011; Walumbwa et al. 2012), our knowledge of why leaders may be perceived as higher or lower in ethical leadership remains limited.”
The Nexus of Ethical Leadership, Job Performance, and Turnover Intention: The Mediating Role of Job Satisfaction (2018, background): “However, relatively less attention has been paid to probe the nexus of ethical leadership, employees’ job performance [4-6] and their intention to leave the organization [7].”
The Importance of Ethical Leadership and Personal Control in Promoting Improvement-Centered Voice among Government Employees (2015, background): “…are related positively with improvement-centered voice (Tangirala and Ramanujam 2008; Venkataramani and Tangirala 2010; Walumbwa and Schaubroeck 2009; Walumbwa, Morrison, and Christensen 2012), no prior study examined the interplay of ethical leadership and personal control on such behavior.”
Ethical leadership, organizational identification and employee voice: examining moderated mediation process in the Chinese insurance industry (2014, unknown): “…learning theory has been used to explain the influence of ethical leaders (Brown, Trevino, and Harrison 2005; De Hoogh and Den Hartog 2008; Kalshoven, Den Hartog, and De Hoogh 2011; Mayer et al. 2012; Walumbwa, Morrison, and Christensen 2012; Walumbwa and Schaubroeck 2009; Walumbwa et al. 2011).”
Ethical leadership and follower voice and performance : the role of follower identifications and entity morality beliefs (2015, methodology): “We chose to study two outcomes, follower job performance and voice behavior, because, first, job performance is such a critical outcome (Piccolo et al., 2010; Walumbwa et al., 2011; Walumbwa et al., 2012).”