Virtues and leadership: An integrating conceptual framework founded in Aristotelian and Confucian perspectives on virtues

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The entanglement of leader character and leader competence and its impact on performance (2017, background): “For example, in their review of the leadership and virtue ethics literatures, Hackett and Wang (2012) found that six character dimensions were common to seven leadership styles: charismatic, ethical, moral, servant, spiritual, transformational, and visionary.”
Spiritual leadership: Current status and Agenda for future research and practice (2020, background): “…types of leadership, such as transformational, servant, and authentic leadership (e.g., Crossman 2010; Fry, Vitucci, and Cedillo 2005; Frye, Kisselburgh, and Butts 2007; Hackett and Wang 2012; Nicolae, Ion, and Nicolae 2013; Parris and Peachey 2013; Reave 2005; Sanders, Hopkins, and Geroy 2003).”
Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses (2014, background): “Humility has been conceptually associated with virtuous, moral, ethical, participative, empowering, and servant leadership (Guillén and González, 2001; Morris, Brotheridge, and Urbanski, 2005; Hackett and Wang, 2012).”
Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good (2016, methodology): “Consistent with Hackett and Wang (2012), three positive impacts of virtuousness, namely, behaving ethically, personal happiness, and superior role performance, were anticipated.”