Integrating Leadership Styles and Ethical Perspectives

By E. Aronson. 2009

294 citations recorded by the source corpus.

Subfields: Clinical Psychology, Demography, Information Systems and Management

View Paper: https://www.semanticscholar.org/paper/626dd59611189e88459d9c2fdd15f31e851271a1

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Citations in the corpus

Exploring the impact of ethical leadership on job satisfaction and organizational commitment in public sector organizations: the mediating role of psychological empowerment (2019, background): “Generally, leaders are needed to establish moral standards for their followers to resolve such activities that are unfavorable to the welfare of society and certain organization (Aronson 2001).”
The Impact of Ethical Leadership and Leadership Effectiveness on Employees’ Turnover Intention: The Mediating Role of Work Related Stress (2012, background): “It is essential for leaders to earn the confidence and loyalty of their followers (Aronson, 2001).”
Ethical leader behavior and leader effectiveness: the role of prototypicality and trust (2009, background): “…altruistic and egoistic motives and have suggested that an ethical leader is driven by a system of accepted beliefs and appropriate judgments instead of self-interest, which is beneficial for followers, organizations, and society (Aronson, 2001; Kanungo & Mendonca, 2001; Turner et al., 2002).”
Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure (2011, unknown): “…and effects of ethical leadership mainly demonstrate positive relationships with a variety of followers' attitudes, such as satisfaction with the leader, trust in management and perceived leader effectiveness (e.g., Aronson, 2001; Brown et al., 2005; Den Hartog & De Hoogh, 2009; Kanungo, 2001).”
CEO Leadership Styles and the Implementation of Organizational Diversity Practices: Moderating Effects of Social Values and Age (2012, background): “…to be fundamentally concerned with doing what is ‘‘morally right’’ and protecting the rights and dignity of individuals; transactional leaders also share an interest in protecting the rights of others but tend to be more concerned with utility maximization (Aronson 2001; Kanungo 2001; Groves 2010).”
Are ethical theories relevant for ethical leadership (2012, background): “Aronson (2001) said that ethical leadership could be actualized in various ways. He asserted that transactional leadership actually mirrors a utilitarian perspective. Kanungo (2001) saw transactional leaders as protecting their self-interest and treating others only as means to reach their own ends.”
Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study (2008, background): “Moreover, via ethical behavior leaders earn the confidence and loyalty of their followers (Aronson, 2001). We also propose that employees will be more positive, hopeful, and optimistic about their organization and work situation and more willing to remain and contribute to its success when their lea”
Virtuous Creativity: The Effects of Leader Behavioural Integrity on Follower Creative Thinking and Risk Taking (2011, background): “Virtually all the so-called “new wave” leadership theories, including transformational (Aronson, 2001; Bass, 1985), charismatic (Conger et al.”
The Impact of Paternalistic Leadership on Ethical Climate: The Moderating Role of Trust in Leader (2011, background): “A large body of research indicates that ethical work climate is largely influenced by organizational leaders (e.g., Neubert et al. 2009; Schminke et al. 2005; Aronson 2001).”
Ethical Leader Behavior and Big Five Factors of Personality (2011, background): “, Aronson, 2001; Turner et al., 2002). Kanungo and Mendonca (2001) expect an ethical leader to be driven by a system of accepted beliefs and appropriate judgments instead of self-interest, which is beneficial for followers, organizations, and society.”