Ethical leadership and follower organizational deviance: The moderating role of follower moral attentiveness

By S. Gils, Niels Van Quaquebeke, D. van Knippenberg, M. Dijke, David de Cremer. 2015

188 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/e880091e6f06a3a376b611897f5d8b12017ac4a8

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Cognitive Neuroscience

In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, methodology): “…followers' positive and prosocial behavior, including voice (Avey, Wernsing, & Palanski, 2012; Zhu, He, Treviño, Chao, & Wang, 2015) and interpersonal helping (Kacmar et al., 2013), and negatively related to deviance (van Gils, van Quaquebeke, van Knippenberg, van Dijke, & De Cremer, 2015).”
Ethical Leaders and Their Followers: The Transmission of Moral Identity and Moral Attentiveness (2016, background): “In other recent work, follower moral attentiveness was found to moderate the relationship between ethical leadership and follower unethical behavior (van Gils et al., 2015 ).”
The Moral Entrepreneur: A New Component of Ethical Leadership (2019, background): “Recent work on the outcomes of ethical leadership includes Zhu et al.’s (2015) study of the relationship between ethical leadership and follower voice and performance; Zheng et al.’s (2015) investigation of the effects of ethical leadership on emotional exhaustion of followers; and Van Gils et al.’s”
Examination of the Relationships Between Servant Leadership, Organizational Commitment, and Voice and Antisocial Behaviors (2015, methodology): “In addition, previous research (e.g., Brown and Treviño 2006; Mayer et al. 2009; Neubert et al. 2008; Tepper et al. 2008, 2009; Thau et al. 2009; van Gils et al. 2015) has demonstrated that the way a leader behaves or his/her leadership style can influence followers’ likelihood to engage in…”
Respectful leadership and followers’ knowledge sharing: A social mindfulness lens (2020, background): “…in which we manipulated respectful leadership and investigated the effects on participants’ perspective taking and empathic concern as well as knowledge sharing intentions (for comparable study designs in the leadership field see Bavik et al., 2018; Gerpott et al., 2017; Van Gils et al., 2015).”
An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality (2019, methodology): “Despite this consensus, researchers only recently began to ponder whether there are unique moral components of ethical leadership that can explain the ensuing processes through which followers ‘‘change for the better’’ (Reynolds 2008; Sharif and Scandura 2014; van Gils et al. 2015b).”