A Qualitative Investigation of Perceived Executive Ethical Leadership: Perceptions from Inside and Outside the Executive Suite

By Linda Klebe Treviño, Michael E. Brown, L. Hartman. 2003

1,376 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/86d2226fc049030208aad21e01a6fff346d5c40b

How researchers see this paper

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

In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

A Social Cognition Framework for Examining Moral Awareness in Managers and Academics (2009, background): “The academic community has similarly begun to recognize ethicsrelated topics as worthy of investigation (e.g., Brown et al., 2005; Trevino et al., 2003; Weaver et al., 1999a, b).”
The Moral Entrepreneur: A New Component of Ethical Leadership (2019, methodology): “They established an initial pool of 48 items of ethical leadership using the results from an earlier qualitative study by Treviño et al. (2000, 2003).”
Discouraging Bullying: The Role of Ethical Leadership and its Effects on the Work Environment (2010, background): “Treviño et al. (2000, 2003) argued that in order to be perceived as an ethical leader, a leader needs to be characterized as a moral person – as being honest, trustworthy, fair, principled in decision making, and ethical in one’s personal life.”
It’s Lovely at the Top: Hierarchical Levels, Identities, and Perceptions of Organizational Ethics (2008, background): “On the other hand, lower level employees are more likely to be cynical about execu tive leadership (Trevi?o et al., 2003).”
Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure (2011, positive): “Ethical leaders act as role models of appropriate behavior and use reward and punishment to stimulate ethical conduct (Brown et al., 2005; Treviño et al., 2003).”
Qualitative research on leadership: A critical but appreciative review (2004, background): “Treviño et al. (2003) Ethics compliance officers and CEOs in US Crosssectional design Qualitative interviews Variety of forms taken by ethical leadership.”
The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field (2009, background): “Furthermore, ethical leadership behavior reduces anxiety associated with uncertainty in ethical situations by being considerate, open, trustworthy and honest, and by stressing the importance of adherence to high ethical principles (Treviño et al., 2003).”
Ethical leadership: A review and future directions (2006, methodology): “Building on this work, Treviño et al. (2000, 2003) conducted exploratory research designed to understand what the term ethical leadership means to proximate observers of executives.”
The Effect of Ethical Leadership Behavior on Ethical Climate, Turnover Intention, and Affective Commitment (2014, neutral): “adherence to high ethical principles (Treviño et al. 2003).”
Understanding unethical behavior by unraveling ethical culture (2011, background): “On the other hand, we may expect managers to have more influence on the behavior of group members than supervisors, given that group members attribute more meaning and importance to their behavior owing to their position higher up in the corporate hierarchy (see Treviño et al., 2003).”