448 related articles for article (PubMed ID: 30221953)
1. Leaders matter morally: The role of ethical leadership in shaping employee moral cognition and misconduct.
Moore C; Mayer DM; Chiang FFT; Crossley C; Karlesky MJ; Birtch TA
J Appl Psychol; 2019 Jan; 104(1):123-145. PubMed ID: 30221953
[TBL] [Abstract][Full Text] [Related]
2. In line and out of the box: How ethical leaders help offset the negative effect of morality on creativity.
Liu X; Liao H; Derfler-Rozin R; Zheng X; Wee EXM; Qiu F
J Appl Psychol; 2020 Dec; 105(12):1447-1465. PubMed ID: 32162952
[TBL] [Abstract][Full Text] [Related]
3. Interactive effect of leaders' influence tactics and ethical leadership on work effort and helping behavior.
Kacmar KM; Carlson DS; Harris KJ
J Soc Psychol; 2013; 153(5):577-97. PubMed ID: 24003584
[TBL] [Abstract][Full Text] [Related]
4. Inculcation of Green Behavior in Employees: A Multilevel Moderated Mediation Approach.
Saleem M; Qadeer F; Mahmood F; Han H; Giorgi G; Ariza-Montes A
Int J Environ Res Public Health; 2021 Jan; 18(1):. PubMed ID: 33466298
[TBL] [Abstract][Full Text] [Related]
5. When ethical leader behavior breaks bad: How ethical leader behavior can turn abusive via ego depletion and moral licensing.
Lin SH; Ma J; Johnson RE
J Appl Psychol; 2016 Jun; 101(6):815-30. PubMed ID: 26867103
[TBL] [Abstract][Full Text] [Related]
6. The hidden dark side of empowering leadership: The moderating role of hindrance stressors in explaining when empowering employees can promote moral disengagement and unethical pro-organizational behavior.
Dennerlein T; Kirkman BL
J Appl Psychol; 2022 Dec; 107(12):2220-2242. PubMed ID: 35286112
[TBL] [Abstract][Full Text] [Related]
7. Too many sheep in the flock? Span of control attenuates the influence of ethical leadership.
Thiel CE; Hardy JH; Peterson DR; Welsh DT; Bonner JM
J Appl Psychol; 2018 Dec; 103(12):1324-1334. PubMed ID: 30024198
[TBL] [Abstract][Full Text] [Related]
8. How leaders perceive employee deviance: Blaming victims while excusing favorites.
Kluemper DH; Taylor SG; Bowler WM; Bing MN; Halbesleben JRB
J Appl Psychol; 2019 Jul; 104(7):946-964. PubMed ID: 30640491
[TBL] [Abstract][Full Text] [Related]
9. Leader social accounts of subordinates' unethical behavior: Examining observer reactions to leader social accounts with moral disengagement language.
Dang CT; Umphress EE; Mitchell MS
J Appl Psychol; 2017 Oct; 102(10):1448-1461. PubMed ID: 28493747
[TBL] [Abstract][Full Text] [Related]
10. Ethical behaviors by leaders act as a stimulant to the wellbeing of employees by restraining workplace embitterment.
Saleem A; Bashir M; Abrar M
Front Public Health; 2022; 10():974642. PubMed ID: 36249232
[TBL] [Abstract][Full Text] [Related]
11. Beyond the universal perception: Unveiling the paradoxical impact of ethical leadership on employees' unethical pro-organizational behavior.
Ahmed M; Khan MI
Heliyon; 2023 Nov; 9(11):e21618. PubMed ID: 38027553
[TBL] [Abstract][Full Text] [Related]
12. The Trickle-Down Effect of Authoritarian Leadership on Unethical Employee Behavior: A Cross-Level Moderated Mediation Model.
Rui J; Qi LX
Front Psychol; 2020; 11():550082. PubMed ID: 33488436
[TBL] [Abstract][Full Text] [Related]
13. Impact of relational leadership on employees' unethical pro-organizational behavior: A survey based on tourism companies in four countries.
Zhang X; Yao Z
PLoS One; 2019; 14(12):e0225706. PubMed ID: 31815954
[TBL] [Abstract][Full Text] [Related]
14. The impact of leader moral humility on follower moral self-efficacy and behavior.
Owens BP; Yam KC; Bednar JS; Mao J; Hart DW
J Appl Psychol; 2019 Jan; 104(1):146-163. PubMed ID: 30299115
[TBL] [Abstract][Full Text] [Related]
15. Words that hurt: Leaders' anti-Asian communication and employee outcomes.
Jun S; Wu J
J Appl Psychol; 2021 Feb; 106(2):169-184. PubMed ID: 33818120
[TBL] [Abstract][Full Text] [Related]
16. Changes in perceptions of ethical leadership: Effects on associative and dissociative outcomes.
Ng TWH; Wang M; Hsu DY; Su C
J Appl Psychol; 2021 Jan; 106(1):92-121. PubMed ID: 32223275
[TBL] [Abstract][Full Text] [Related]
17. Why so serious? A laboratory and field investigation of the link between morality and humor.
Yam KC; Barnes CM; Leavitt K; Wei W; Lau J; Uhlmann EL
J Pers Soc Psychol; 2019 Oct; 117(4):758-772. PubMed ID: 30614728
[TBL] [Abstract][Full Text] [Related]
18. Why does a leader's other-oriented perfectionism lead employees to do bad things? Examining the role of moral disengagement and moral identity.
Jiang F; Zhang W; Zhang H; Zhang Z
Front Psychol; 2024; 15():1290233. PubMed ID: 38348248
[TBL] [Abstract][Full Text] [Related]
19. Following community norms or an internal compass? The role of prospective leaders' social category membership in the differential effects of authentic and ethical leadership on stereotype threat.
Lagowska U; Sobral F; Jacob J; Hafenbrack AC; Goldszmidt R
J Appl Psychol; 2024 May; 109(5):622-649. PubMed ID: 38059951
[TBL] [Abstract][Full Text] [Related]
20. Creative benefits from well-connected leaders: leader social network ties as facilitators of employee radical creativity.
Venkataramani V; Richter AW; Clarke R
J Appl Psychol; 2014 Sep; 99(5):966-75. PubMed ID: 24911179
[TBL] [Abstract][Full Text] [Related]
[Next] [New Search]