When Leaders Fail to “Walk the Talk”

By Rebecca L. Greenbaum, Mary B. Mawritz, Ronald F. Piccolo. 2015

202 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/a80ff75131e0f4958f2a8b6bd21d678f8b28717d

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. Mayowa T. Babalola
2. M. Euwema
3. Brian J. Lucas
4. Kieran O’Connor
5. J. Camps
6. Daniel A. Effron
7. H. Leroy
8. J. Stouten

In Sociology and Political Science

1. Mayowa T. Babalola
2. M. Euwema
3. J. Camps
4. Daniel A. Effron
5. H. Leroy
6. J. Stouten

Citations in the corpus

• From inconsistency to hypocrisy: When does “saying one thing but doing another” invite condemnation? (2018, background): “…into three main categories: the mere inconsistency perspective simply equates hypocrisy with failing to practice what you preach (Brunsson, 1989; Greenbaum et al., 2015; Simons, 2002; Simons et al., 2007; Stone & Fernandez, 2008); the moral double-standards perspective operationalizes hypocrisy…”
• When Do Ethical Leaders Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on Employee Discretionary Reactions to Ethical Leadership (2019, methodology): “Following a number of recent leadership studies (e.g., Greenbaum et al. 2015; Mitchell and Ambrose 2007), we used Harman’s one-factor Test to address concerns about common-method bias.”