When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior

By James Avey, Michael E. Palanski, Fred Walumbwa. 2011

401 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/e764e640f4c5e1f90f6fa166f55597d8817ebf85

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Citations in the corpus

Exploring the impact of ethical leadership on job satisfaction and organizational commitment in public sector organizations: the mediating role of psychological empowerment (2019, background): “In spite of these systematic approaches by which ethical leaders influence and inspire their subordinates have not been explored thoroughly (Avey et al. 2011; Mayer et al. 2012), and various scholars have suggested paying more attention to understand how these influential activities operated in ethi”
Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance (2015, background): “…determinant of employee behavior (see Brown & Trevino, 2006 for a review), there is also evidence (although this line of inquiry is still in its infancy) that the impact of such actions varies substantially between individuals (e.g., Avey et al., 2011) or across contexts (Kalshoven & Boon, 2012).”
Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Politics and the Moderating Role of Political Skill (2013, background): “This has been displayed through an increased emphasis on ethics in higher education as well as corporate codes of ethics (Avey et al. 2011; Brown and Mitchell 2010; Ruiz et al. 2011).”
My Boss is Morally Disengaged: The Role of Ethical Leadership in Explaining the Interactive Effect of Supervisor and Employee Moral Disengagement on Employee Behaviors (2016, background): “Although the extant literature demonstrates that perceptions of ethical leadership are related to important employee and organizational outcomes (Avey et al. 2011; Avey et al. 2012; De Hoogh and Den Hartog 2008; Hansen et al. 2012; Kacmar et al. 2012; Mayer et al. 2013; Piccolo et al. 2010; Rubin…”
The Relationship Between Ethical Leadership and Unethical Pro-Organizational Behavior: Linear or Curvilinear Effects? (2012, background): “In addition, scholars find that ethical leadership is effective in reducing subordinates’ misconduct, deviant behaviors, and organizational bullying in the workplace (Mayer et al. 2009, 2010; Stouten et al. 2010; Avey et al. 2011).”
An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality (2019, background): “Since both types of OCB can be considered morally appropriate workplace behavior, it is not surprising to note that ethical leadership has been identified as one of the main antecedents of such follower behavior (Avey et al. 2011; Kacmar et al. 2011).”
When Does Ethical Leadership Affect Workplace Incivility?: The Moderating Role of Follower Personality (2014, result): “For example, our results show that CSE was a stronger predictor of workplace incivility than was ethical leadership (cf. Avey et al., 2011).”