Ethical preferences of transformational leaders: an empirical investigation

By P. Banerji, V. Krishnan. 2000

174 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/624b0500bdcb826fc51f26e2bbe570cb7da3b1c7

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Citations in the corpus

Mitigating stress and burnout by implementing transformational‐leadership (2006, methodology): “This paper takes the position that transformational leadership (TL) holds great promise for service businesses because it can be used to reduce JS and burnout; thereby used to create a new paradigm for the service industry ( Banerji and Krishnan, 2000”
Leaders’ Personal Wisdom and Leader–Member Exchange Quality: The Role of Individualized Consideration (2014, background): “2002), emotional intelligence (Barling et al. 2000; Wong and Law 2002), and narcissism (Judge et al. 2006). Empirical research on personal wisdom and leadership may also be practically important as studies suggest that personal wisdom can be developed using techniques that involve elements such as d”
Transformational leadership and leader moral orientation: Contrasting an ethic of justice and an ethic of care (2010, background): “During the last decade, there has been a growing interest in the intersection of leadership and ethics (e.g., Banerji & Krishnan, 2000; Bass & Steidlmeier, 1999; Ciulla, 1998a,b; Keeley, 1998; Krishnan, 2001; Wren, 1998).”
Transformational Leadership and Follower’s Unethical Behavior for the Benefit of the Company: A Two-Study Investigation (2013, background): “Accordingly, Banerji and Krishnan (2000) did not find a substantial relation between subordinate-reported transformational leadership as measured with the MLQ and leader’s self-reported tendency to engage in unethical behavior (like bribery, lying, or favoritism), whereas Groves and LaRocca (2011)…”
Are ethical theories relevant for ethical leadership (2012, background): “not imply that transformational leaders are necessarily ethical (Banerji and Krishnan, 2000).”
Value systems of transformational leaders (2001, background): “Transformational leaders are also likely to resort to bribery and favoritism less frequently (Banerji and Krishnan, 2000), indicating the relatively greater importance they might give to values related to honesty and fairness.”
Leadership Styles and Burnout: is there an association? (2010, background): “Additionally, health-related issues in general, and the topic of burnout in particular, have become the focus of investigation and research into organizations by a number of scholars (Banerji and Krishnan, 2000; Gill et al., 2006; Hollis, 2000; Jamal and Baba, 2000; Kuruüzüm et al., 2008; Zopiatis a”
Transformational leadership: Relationship to job stress and job burnout in five-star hotels (2015, methodology): “All 32 TL items were measured using a five-point Likert scale, where department employees were asked to indicate the extent to which the 32 TL behaviors represent their direct manager (Avolio, 1999; Banerji and Krishnan, 2000; Chen, 2004; Hinkin and Tracey, 1996; Madzar, 2001; Patiar and Mia, 2009).”