The Effect of Ethical Leadership Behavior on Ethical Climate, Turnover Intention, and Affective Commitment

By Ozgur Demirtas, A. Akdogan. Journal of Business Ethics, 2014

511 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/ef4b1052aed63725e446ea5094887ba28584e6e2

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Citations in the corpus

Ethical Leadership and Employee Green Behavior: A Multilevel Moderated Mediation Analysis (2020, methodology): “Precisely, our research combined five knowledge domains: ethical leadership [23–25,28,32,40,53,59], GPC [81,82], EGB [8,9,17,29,53], SLT [22,53], and environmental awareness [15,65,83] and also advanced the literature on the outcomes of ethical leadership and antecedents of EGB at multilevel.”
Predictors of Organizational Citizenship Behavior: Ethical Leadership and Workplace Jealousy (2014, background): “…social learning theory, ethical leaders serve as role models in caring for the well-being of others and their followers will emulate the leaders’ exemplary behaviors and become prosocial toward their coworkers and organizations (Demirtas and Akdogan 2014; Treviño et al. 2003; Yaffe and Kark 2011).”
Ethical leadership and knowledge hiding: an intervening and interactional analysis (2020, background): “In a similar vein, employees who seek to contribute to the welfare of others may not indulge in unethical behaviors (Bowie, 1998; Demirtas et al., 2017; Michaelson, 2005), such as deception involved in knowledge-hiding behavior that can be destructive to their peers’ learning and performance.”
Ethical Climates in Organizations: A Review and Research Agenda (2017, methodology): “…behaviors to their subordinates, ethical leaders foster ethical behavior, reduce unethical behavior, and enhance positive workplace attitudes through enhancing ethical climates in their organizations (Demirtas & Akdogan, 2015; Lu & Lin, 2014; Mayer et al., 2010; Shin, 2012; Shin et al., 2015).”
Ethical Leadership and Internal Whistleblowing: A Mediated Moderation Model (2017, background): “Ethical leadership has been proven to influence organizational outcomes (e.g., corporate social responsibility) or individual outcomes (e.g., employee turnover intention) through shaping the ethical culture or climate of a workplace (Demirtas and Akdogan 2015; Wu et al. 2015).”
Linking ethical leadership and ethical climate to employees' ethical behavior: the moderating role of person–organization fit (2020, background): “…policies, procedures for decision-making and the payment system, they are likely to offer services and act well in the organisation when the ethical atmosphere in the organisation is strong (Weeks et al., 2004; Lu and Lin, 2014; Demirtas and Akdogan, 2015; Al Halbusi and Tehseen, 2017).”
The impact of ethical leadership on organizational citizenship behavior: The moderating role of workplace ostracism (2017, background): “Organizational commitment has a positive relationship with ethical leadership (Demirtas and Akdogan, 2015), is an important feeling of attachment to an organization and positively affects an employee’s discretionary efforts (Han et al., 2016).”
Collective Efficacy: Linking Paternalistic Leadership to Organizational Commitment (2018, background): “Previous studies have suggested that moral leadership influences affective commitment by creating an ethical climate (Demirtas and Akdogan 2015).”
The Nexus of Ethical Leadership, Job Performance, and Turnover Intention: The Mediating Role of Job Satisfaction (2018, background): “Besides affecting employees’ job performance, job satisfaction may also act as an intervening variable between effective leadership styles and employees’ behavioural outcomes [11].”