Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure

By K. Kalshoven, Deanne N. den Hartog, A. D. De Hoogh. 2011

793 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/84a381343eb36d6a6b00d80e5e6ae14cac06bb0d

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Citations in the corpus

New Insights into Ethical Leadership: A Qualitative Investigation of the Experiences of Executive Ethical Leaders (2014, background): “To date, however, ethical leadership theory and measurement instruments have primarily focused on ethical leadership behaviour towards employees (Brown et al. 2005; Kalshoven et al. 2011; Tanner et al. 2010) and neglected behaviour towards other stakeholders, even though early research on ethical le”
The Moral Entrepreneur: A New Component of Ethical Leadership (2019, methodology): “Kalshoven et al. (2011b) also developed a multidimensional scale of ethical leadership consisting of 38 items across the dimensions of fairness, integrity, ethical guidance, people orientation, power sharing, role clarification, and concern for sustainability. Yukl et al. (2013), however, criticized”
Organizational ethical climates and employee's trust in colleagues, the supervisor, and the organization (2017, background): “Indeed, it is evident from previous studies that supervisors' fairness and support is associated with trust from employees (Kalshoven et al., 2011).”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, neutral): “Kalshoven et al. (2011) developed a seven-factor measure that includes: (1) people orientation; (2) fairness; (3) power sharing; (4) concerns for sustainability; (5) ethical guidance; (6) role clarification; and (7) integrity.”
Effects of ethical leadership on emotional exhaustion in high moral intensity situations (2015, positive): “…proactivelyencouragingthemtobehaveethically,(4)managingsituationswithmoralityinmind,(5)explicitlyvaluinghonestrelation-ships, and (6) punishing unethical behavior (Brown & Treviño, 2006; Brown et al., 2005; Kalshoven, Den Hartog, & De Hoogh, 2011).”
The Relation Between Ethical Leadership and Workplace Conflicts: The Mediating Role of Employee Resolution Efficacy (2016, background): “Previous empirical research has shown that ethical leadership is distinct from other related leadership constructs (such as, authentic and transformational leadership), as it specifically focuses on the leader’s own moral behavior and the communication and encouragement of ethical behavior (Kalshove”
Moralized Leadership: The Construction and Consequences of Ethical Leader Perceptions (2015, background): “Kalshoven, Den Hartog, and De Hoogh’s (2011) Ethical Leadership at Work Questionnaire includes a people orientation subfactor focused on care and support for one’s followers (see Table 1).”