Perceived leader integrity and ethical intentions of subordinates

By Dane K. Peterson. 2004

111 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/c8d8c9b0f3668d2255576a79028b0bf5e97b681c

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Citations in the corpus

Values and person‐organization fit: Does moral intensity strengthen outcomes? (2011, background): “Thus, it is imperative for leaders to behave ethically as employee perceptions of their leaders’ integrity have been related to reduced intentions to engage in unethical behaviors (Peterson, 2004).”
Integrity and leadership: A multi-level conceptual framework (2009, background): “…is important for effective leadership is oft-asserted, perhaps to the point that it is almost an axiom in leadership studies (cf., Bass & Steidlmeier, 1999; Craig & Gustafson, 1998; Howell & Avolio, 1995; Kirkpatrick & Locke,1991; Parry & Proctor-Thomson, 2002; Peterson, 2004; Simons,1999).”
The Relationship Between Ethical Leadership and Unethical Pro-Organizational Behavior: Linear or Curvilinear Effects? (2012, background): “However, previous studies investigating the influence of ethical leadership on unethical behavior have primarily focused their attention on behavior which goes against the interests of the organization (Peterson 2004; Ruiz-Palomino and Martinez-Cañas 2011).”
Integrity (2013, background): “Peterson (2004) reported that individuals who believe in universal moral rules exhibited higher ethical intentions.”
From inconsistency to hypocrisy: When does “saying one thing but doing another” invite condemnation? (2018, background): “over at higher rates, are less likely to go above and beyond their role requirements with citizenship behavior, become disenchanted with change initiatives, perform more poorly, and even commit deviance (Cha & Edmondson, 2006; Davis & Rothstein, 2006; Dineen et al., 2006; Greenbaum, Mawritz, & Picco”