A Meta-analytic Review of Ethical Leadership Outcomes and Moderators

By Akanksha Bedi, C. Alpaslan, Sandy Green. 2016

645 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/83de935f1cd8b33cb00ee0a22ed8381704aa2ce5

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

1. K. De Roeck
2. Hua Wei
3. Joseph T. Liu
4. Dongkyu Kim
5. Li Lin
6. Qi Yang
7. Christian Vandenberghe
8. O. Farooq

In Information Systems and Management

1. K. De Roeck
2. Soojin Lee
3. Hua Wei
4. Joseph T. Liu
5. Dongkyu Kim
6. Li Lin
7. Qi Yang
8. Christian Vandenberghe

In Organizational Behavior and Human Resource Management

1. K. De Roeck
2. Soojin Lee
3. Hua Wei
4. Joseph T. Liu
5. Dongkyu Kim
6. Li Lin
7. Qi Yang
8. Steven J. Karau

Citations in the corpus

• Ethical Leadership and Team Ethical Voice and Citizenship Behavior in the Military: The Roles of Team Moral Efficacy and Ethical Climate (2020, methodology): “Second, this study heeds the call for examining the incremental validity of ethical leadership over more established models of leadership (Bedi et al., 2016; Hoch et al., 2018; T. W. Ng & Feldman, 2015) such as transformational leadership (TFL).”
• Corporate Social Responsibility and Ethical Leadership: Investigating Their Interactive Effect on Employees’ Socially Responsible Behaviors (2017, background): “Madoff Investment Securities) have seriously damaged the legitimacy of corporations and their leaders (Bedi et al. 2016; Porter and Kramer 2011).”
• The Moral Entrepreneur: A New Component of Ethical Leadership (2019, methodology): “’s (2005) definition of ethical leadership, Bedi et al. (2016) identify 20 significant outcomes of ethical leadership. A number of these outcomes, along with antecedents that have been found in other studies on ethical leadership, can also be applied to moral entrepreneurship given that the mechanis”
• The Relationship Between Responsible Leadership and Organisational Commitment and the Mediating Effect of Employee Turnover Intentions: An Empirical Study with Australian Employees (2017, neutral): “These include studies on servant leadership (e.g. Liden et al. 2014), authentic leadership (e.g. Hirst et al. 2016), ethical leadership (e.g. Bedi et al. 2016), and transformational leadership (e.g. Ng 2016).”
• A three-level examination of the cascading effects of ethical leadership on employee outcomes: A moderated mediation analysis (2018, background): “gested that the ethical behaviors of leaders play a key role in efforts to foster positive, value-driven behaviors in employees (Bedi et al., 2016; Bums, 1978).”
• Leveraging the employee voice: a multi-level social learning perspective of ethical leadership (2019, background): “In doing so, we test the under examined, yet theoretically central, mechanism of ethical role modeling (Bedi et al., 2016).”
• The impact of ethical leadership on organizational citizenship behavior: The moderating role of workplace ostracism (2017, background): “Previous studies indicated that employees show more prosocial behavior, such as OCB, by imitating their ethical leaders (Bedi et al., 2016).”