The Aftermath of Organizational Corruption: Employee Attributions and Emotional Reactions

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Ethical and Unethical Leadership: Exploring New Avenues for Future Research (2010, unknown): “Research shows unethical leadership negatively influences employees’ attitudes (e.g., pelletier & bligh, 2008; tepper, 2000; tepper, henle, Lambert, Giacalone, & duffy, 2008), task and extra-role performance (harris, Kacmar, & zivnuska, 2007; zellers, tepper, & duffy, 2002), resistance behaviors…”
Perceptions of and reactions to leader toxicity: Do leader-follower relationships and identification with victim matter?☆ (2012, background): “Padgett and Morris (2005) and Pelletier and Bligh (2008) found that leader attributions were negative when followers perceived leaders to engage in cronyism and favoritism.”
Organizational Virtue Orientation and Family Firms (2011, background): “For instance, dissension between family and non-family employees can emerge due to nepotism and opportunism, which leads to resentment and ostracism as non-family members become part of the out-group (Arregle et al., 2007; Pelletier & Bligh, 2007).”
The Impact of Moral Stress Compared to Other Stressors on Employee Fatigue, Job Satisfaction, and Turnover: An Empirical Investigation (2012, background): “Moral stress can include emotional reactions to unethical behavior observed in others, including cynicism, pessimism, and fear (Pelletier and Bligh 2008).”