“Somebody I Look Up To:”: Ethical Role Models in Organizations

By Gary R. Weaver, Linda Klebe Treviño, Bradley R. Agle. 2005

273 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/f40ba8a974a8dd5a7b550b9fe465523ed50d2127

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In Social Psychology

Citations in the corpus

Improving the “Leader–Follower” Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response (2011, background): “…to resolve a typical controversy surrounding literature, and referred to the knowledge about the managerial level, whether Top Management (Barney, 2005; Weaver et al., 2005) or Supervisor (Brandes et al., 2004), which is more influential on the employee positive job response (Mayer et al., 2009).”
How low does ethical leadership flow? Test of a trickle-down model (2009, background): “To further complicate matters, Weaver et al. (2005) conducted interviews with managers and found that many of the ethical leaders were reluctant to identify themselves as ethical role models, but rather talked about just doing what they believed in or emulating their own role models.”
Not All Followers Socially Learn from Ethical Leaders: The Roles of Followers’ Moral Identity and Leader Identification in the Ethical Leadership Process (2019, background): “(2000), an ethical leader acts as both a moral person and a moral manager, with both aspects theorized to promote followers to see ethical leaders as ethical role models (Weaver et al. 2005).”
Ethical leadership: A review and future directions (2006, background): “Thus, ensuring that young leaders have proximate ethical role models at work should facilitate the development of ethical leadership (Brown & Treviño, 2006b; Weaver et al., 2005).”
Ethical leadership and trust: It's all about meeting expectations (2009, background): “2, 2009 © 2009 School of Global Leadership &Entrepreneurship, Regent University ISSN 1554-3145 upsetting their leader (Weaver et al., 2005) and the manager is approachable and listens to employees, even when they are critical of the manager.”
Organizational Justice and Behavioral Ethics: Promises and Prospects (2009, background): “Going further, Brown and Treviño (2006) and Weaver, Treviño, and Agle (2005) argue that ethical leaders should actively work to reward ethical conduct and to punish transgressors (see also Brown, Treviño, & Harrison, 2005; Treviño, 1992b).”
Beyond Moral Reasoning: A Review of Moral Identity Research and Its Implications for Business Ethics (2008, background): “For example, Weaver, Treviño, and Agle (2005) argued that some exemplars in organizations could serve as ethical role models that would positively influence other employees’ moral behaviors at work, and recent research appears to support this proposition (Mayer et al., 2008).”
The Motivational Theory of Role Modeling: How Role Models Influence Role Aspirants’ Goals (2015, background): “Moreover, a study by Weaver, Treviño, and Agle (2005) demonstrated that business success was often irrelevant when it came to identifying role models for ethical behavior.”
Ethical Leadership: Assessing the Value of a Multifoci Social Exchange Perspective (2012, unknown): “Related questions have also been recently raised about how leaders at different organizational levels might influence subordinates differently (e.g., Barney 2005; Weaver et al. 2005).”
Behavioral Ethics in Organizations: A Review (2006, background): “A recent qualitative study at PENNSYLVANIA STATE UNIV on May 11, 2016jom.sagepub.comDownloaded from by Weaver, Treviño, and Agle (2005) indicated multiple aspects of a person’s behavior that can lead others to consider that person to be an ethical role model.”