A Cross-Cultural Examination of the Endorsement of Ethical Leadership

By Christian J Resick, P. Hanges, Marcus W. Dickson, Jacqueline K. Mitchelson. 2006

560 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/c0e2d73a17c9895c1c763a2c9846849e32d531da

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

In Social Psychology

Citations in the corpus

Ethical leadership, organizational identification and employee voice: examining moderated mediation process in the Chinese insurance industry (2014, background): “…as transformational leadership (Kirkman et al. 2009; Walumbwa, Lawler, and Avolio 2007), specific aspects of ethical leadership may be emphasized differently across cultures (Resick et al. 2006) and reported that cultures varied significantly in the degree of endorsement for ethical leadership.”
Exploring servant leadership across cultures: comparative study in Australia and Indonesia (2010, result): “Corroborating these findings is Resick, Hanges, Dickson and Mitchelson's ( 2006 ) study, which found that Southeast Asian societies endorse values associated with altruism more than the other country clusters in the GLOBE data, which highlights the readiness to serve the collective interests of the ”
Are ethical theories relevant for ethical leadership (2012, background): “Resick et al. (2006) said that Kantian ethics focus on the intrinsic nature of a person or action.”
The Moral Entrepreneur: A New Component of Ethical Leadership (2019, background): “In opposition to ELS, Resick et al. (2006) proposed and tested four dimensions of ethical leadership, namely character and integrity, altruism, collective motivation, and encouragement.”
Ethical leadership, moral equity judgments, and discretionary workplace behavior (2013, background): “Prior research has found cultural convergence and divergence in ethical decision making (e.g. Bailey and Spicer, 2007), and ethical leadership beliefs (e.g. Resick et al., 2006).”
Ethical and Unethical Leadership: Exploring New Avenues for Future Research (2010, background): “What about unethical leadership—much like ethical leadership (Resick et al., 2006), are there similarities in how cultures perceive unethical leadership?”
The Nexus of Ethical Leadership, Job Performance, and Turnover Intention: The Mediating Role of Job Satisfaction (2018, background): “Resick, Hanges, Dickson, and Mitchelson [18] stated the following characteristics of an ethical leader: a) being moral and having ethical character; b) considers society and people; c) motivates and empowers the employees, and d) manages ethical accountabilities.”
Do Ethical Leaders Get Ahead? Exploring Ethical Leadership and Promotability (2010, background): “, abusive supervision), and generalizes across cultures (Resick et al., 2006).”
Ethical leader behavior and leader effectiveness: the role of prototypicality and trust (2009, background): “General rights It is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons).”