Embedding Ethical Leadership within and across Organization Levels

By J. Schaubroeck, S. Hannah, Bruce J. Avolio, Steve W. J. Kozlowski, R. Lord, Linda Klebe Treviño, Nikolaos Dimotakis, A. Peng. 2012

610 citations recorded by the source corpus.

We develop and test a model linking ethical leadership with unit ethical culture, both across and within organizational levels, examining how both leadership and culture relate to ethical cognition...

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

View Paper: https://www.semanticscholar.org/paper/b771253c4d741f0b72a590f9edf88e352d296ee6

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

Moral Symbols: A Necklace of Garlic against Unethical Requests (2017, background): “For example, the primary focus of the ethical leadership literature has been on its consequences (Mayer et al., 2012; Schaubroeck et al., 2012).”
Linking Ethical Leadership to Employees’ Organizational Citizenship Behavior: Testing the Multilevel Mediation Role of Organizational Concern (2015, methodology): “(2012) developed and tested another model describing how higher-level ethical leadership relates to lower-level employees’ ethical cognitions and behaviors (Schaubroeck et al. 2012).”
Authentic leadership and leaders' mental well-being: An experience sampling study (2017, background): “…Streicher, Braun, & Frey, 2012), which has triggered an increasing focus on positive, more values-driven forms of leadership in the past decade of leadership research (Fehr, Yam, & Dang, 2015; Luthans & Avolio, 2009; Schaubroeck et al., 2012), such as authentic leadership (Gardner et al., 2011).”
When Does Ethical Leadership Affect Workplace Incivility?: The Moderating Role of Follower Personality (2014, background): “Not reserved solely for top corporate executives, increasing attention has been devoted to ethical leadership across organizational levels (Schaubroeck et al., 2012; Treviño, Brown, & Hartman, 2003) and contexts (e.”
Ethical leadership, moral equity judgments, and discretionary workplace behavior (2013, background): “Several studies provide some indication that ethical leadership inhibits antisocial behavior through its impact on the unit’s psychosocial environment, including ethical climates (Mayer et al., 2012) and ethical culture (Schaubroeck et al., 2012).”
Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance (2015, background): “…including the work environment (poor ethical climate and culture: Neubert, Carlson, Kacmar, Roberts & Chonko, 2009; Mayer, Kuenzi & Greenbaum, 2010; Schaubroeck et al., 2012; Shin, 2012), job characteristics (workload: Stouten et al., 2010; task significance and autonomy: Piccolo, Greenbaum, Den…”
Ethical leadership and follower voice and performance : the role of follower identifications and entity morality beliefs (2015, neutral): “But, ethical leadership as rated by followers has also been aggregated to the team/collective level when the research is focused on team ethical leadership and team outcomes, and if the within-group agreement is sufficiently high (Brown et al. 2005; Schaubroeck et al., 2012).”
Not All Followers Socially Learn from Ethical Leaders: The Roles of Followers’ Moral Identity and Leader Identification in the Ethical Leadership Process (2019, background): “A large body of research has demonstrated the negative relationship between ethical leadership and followers’ unethical behavior (e.g., Mayer et al. 2012; Paterson and Huang in press; Schaubroeck et al. 2012; Stouten et al. 2010).”
Moralized Leadership: The Construction and Consequences of Ethical Leader Perceptions (2015, background): “Thus, social learning takes on unique power within the context of ethical leadership because followers learn what it takes to maintain a moral reputation in the organization (Schaubroeck et al., 2012).”