Ethical and Unethical Leadership: Exploring New Avenues for Future Research

By Michael E. Brown, Marie S. Mitchell. Business Ethics Quarterly, 2010

853 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/ec164a64190def5a4655e02f23c2a45e9da943fa

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Citations in the corpus

Social Exchange Theory: A Critical Review with Theoretical Remedies (2017, background): “In this regard, senior management does much to set the overall tone of the organization (Brown & Mitchell, 2010).”
Do Role Models Matter? An Investigation of Role Modeling as an Antecedent of Perceived Ethical Leadership (2014, background): “Despite these recent advances in our understanding of ethical leadership and its relationship to important outcomes, little is known about its antecedents (Brown and Mitchell 2010).”
Does Public Service Motivation Always Lead to Organizational Commitment? Examining the Moderating Roles of Intrinsic Motivation and Ethical Leadership (2017, background): “Over the past decade, accumulating research has indicated that ethical leadership is related to various important outcomes, such as job satisfaction, organizational commitment, willingness to put in extra effort on the job, task performance, and citizenship behavior (see Brown & Mitchell, 2010).”
Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Politics and the Moderating Role of Political Skill (2013, methodology): “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).”
Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, background): “…provide empirical evidence that con ﬁ rms the theoretical conceptualization of ethical leadership, in which we underscore the equal importance of a leader being both moral person and moral manager to motivate employees to act prosocially (e.g., Brown & Mitchell, 2010; Treviño et al., 2003, 2000).”
Exploring the impact of ethical leadership on job satisfaction and organizational commitment in public sector organizations: the mediating role of psychological empowerment (2019, background): “As Brown and Mitchell (2010) found value congruence to illustrate the influence of various ethical components associated with charismatic leadership on workplace deviance.”
CEO Gender, Ethical Leadership, and Accounting Conservatism (2015, background): “In contrast, sound ethical leadership is often linked to organizational success, such as increased profitability and performance (Paine 2003; Prottas 2013), and employee job satisfaction and commitment (Brown and Mitchell 2010; Hunter 2012; Neubert et al. 2009; Prottas 2013).”
Leveraging the employee voice: a multi-level social learning perspective of ethical leadership (2019, background): “The former refers to how an ethical leader acts as a salient ethical role model (i.e. possessing desirable personal characteristics such as honesty, fairness, and altruism) for each subordinate to emulate in their own lives (Brown & Mitchell, 2010; Toor & Ofori, 2009).”