Moral potency: Building the capacity for character-based leadership.

By S. Hannah, Bruce J. Avolio. 2010

201 citations recorded by the source corpus.

Subfields: Education, Information Systems and Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/efbe5eb2476d0a122a88d5ae9cba663f9cf605f9

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Citations in the corpus

The moral self: A review and integration of the literature (2015, background): “Regarding moral strength, Hannah and colleagues (Hannah & Avolio, 2010; Hannah et al., 2011; Hannah, Schaubroeck, et al., 2013) found the effects of moral strength depend on leaders’ behavior.”
Ethical Leadership and Employee Moral Voice: The Mediating Role of Moral Efficacy and the Moderating Role of Leader–Follower Value Congruence (2015, methodology): “Moral voice was measured with three items adopted from the moral courage scale developed by Hannah and Avolio (2010).”
The entanglement of leader character and leader competence and its impact on performance (2017, background): “As Hannah and Avolio (2010) state: “A leaders' character is defined not only by what the leader thinks but also by his or her motivation to act” (p. 292).”
Moral Maturation and Moral Conation: A Capacity Approach to Explaining Moral Thought and Action (2011, methodology): “Hannah and Avolio (2010) recently developed a new multidimensional measure representing the three components of moral conation, based on prior work on psychological ownership (Van Dyne & Pierce, 2004), self-efficacy (Bandura, 1997), and moral courage (Gould, 2005; Kidder, 2003).”
Ethical Leadership and Team Ethical Voice and Citizenship Behavior in the Military: The Roles of Team Moral Efficacy and Ethical Climate (2020, methodology): “Team moral efficacy is defined as a state of shared confidence in the team’s collective ability to behave ethically (Hannah & Avolio, 2010).”
Relationships between Authentic Leadership, Moral Courage, and Ethical and Pro-Social Behaviors (2011, unknown): “We proposed that moral courage is a fairly stable character strength (Peterson & Seligman, 2004), providing the psychological resources needed to drive courageous behaviors when faced with moral dilemmas (Hannah et al., 2010).”
Not All Followers Socially Learn from Ethical Leaders: The Roles of Followers’ Moral Identity and Leader Identification in the Ethical Leadership Process (2019, background): “1997; moral conation/moral potency, Hannah and Avolio 2010; Hannah et al.”
Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good (2016, background): “Further, leaders’ virtuous behaviors nourish and reinforce an ethical climate (Hannah and Avolio, 2010; Neubert et al., 2009) which in turn, is positively associated with ethical behavior among employees (cf. Kish-Gephart et al., 2010).”