Ethical leadership: A social learning perspective for construct development and testing

Brown, Michael E.; Treviño, Linda K.; Harrison, David A.

doi:10.1016/j.obhdp.2005.03.002

Cited by 5,435Ethics in Business and EducationJob Satisfaction and Organizational BehaviorEmployee Performance and Leadership

Ethical leadership: A social learning perspective for construct development and testing

Brown, Michael E., Treviño, Linda K., Harrison, David A.·2005·Organizational Behavior and Human Decision Processes

DOI 10.1016/j.obhdp.2005.03.002

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Servant and ethical leaders put their followers first, even at the expense of themselves and organisational objectives.
“Servant and ethical leaders put their followers first, even at the expense of themselves and organisational objectives (Brown et al., 2005; Lee et al., 2020).”
From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Brown et al., 2005
Ethical leadership is theorised to inspire trust in followers through fair treatment, consistent behaviour, clear communication, and signalling interest beyond self.
“Ethical leaders' fair treatment, consistent behaviour, and clear communication likely result in trust from followers. Such behaviours signal SE behaviours that are likely to promote positive interactions and reciprocity from followers. Further it is argued that ethical leaders are likely to inspire trust in followers as ethical behaviour signals these leaders take an interest in issues beyond them”
From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Brown et al. (2005)
This tautology and a priori positive framing may also be relevant to the scale used to measure ethical leadership which asks followers directly whether their leader 'can be trusted'.
“Worryingly, this tautology and a priori positive framing may also be relevant to the scale used to measure ethical leadership which asks followers directly whether their leader 'can be trusted' (Brown et al., 2005).”
From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Brown et al., 2005
Ethical leadership and servant leadership share characteristics such as care for people, integrity, trustworthiness, and serving the good of the whole.
“Ethical leadership and servant leadership share characteristics such as care for people, integrity, trustworthiness, and serving the good of the whole.”
From The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2011) · cites this paper as Brown et al. 2005
In ethical leadership, the emphasis is more on directive and normative behavior, whereas servant leadership has a stronger focus on the developmental aspect of the followers.
“In ethical leadership, however, the emphasis is more on directive and normative behavior, whereas servant leadership has a stronger focus on the developmental aspect of the followers.”
From The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2011) · cites this paper as Brown et al. 2005

Unlike the other approaches to moral leadership, ethical leaders use transactional discipline to reinforce norm-based expectations.
“Unlike the other approaches to moral leadership, ethical leaders use transactional discipline to reinforce norm-based expectations (Brown et al., 2005;Treviño et al., 2000).”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Brown et al., 2005
Although the ethical leader encourages voice, the ethical leader is less open to criticism of company standards and policies and is intolerant of noncompliance.
“Although the ethical leader encourages voice, as an extension of the fairness exhibited by the moral manager (Brown et al., 2005;Lam, Loi, Chan, & Liu, 2016;Walumbwa & Schaubroeck, 2009), the ethical leader is less open to criticism of company standards and policies, and certainly intolerant of noncompliance (Hannah et al., 2014;Mayer et al., 2013).”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Brown et al., 2005
Another unique aspect of ethical leadership relative to other moral approaches is its reliance on transactional influence to compel followers to conform to normative standards.
“Another unique aspect of ethical leadership relative to the other moral approaches to leadership is its reliance on transactional influence as a method to compel followers to conform to normative standards (Brown et al., 2005;Brown & Mitchell, 2010).”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Brown et al., 2005
Concern for stakeholders and interest in the greater good were mentioned in the development of ethical leadership but were not included in the formal ethical leadership construct.
“Some executives in Treviño et al's (2000) qualitative development of ethical leadership did mention concern for stakeholders (critical to servant leadership theory), and the authors themselves propose that ethical leaders should be interested in the greater good (Treviño et al., 2003), but these emphases were not included in the formal ethical leadership construct (Brown et al., 2005).”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Brown et al., 2005
Ethical leadership theory maintains that alongside basic moral elements such as fairness and honesty, the construct's view of morality is guided chiefly by the importance of compliance with norms and standards.
“Ethical leadership theory maintains that alongside basic moral elements such as fairness and honesty, the construct's view of morality is guided chiefly by the importance of compliance with norms and standards (e.g., Brown et al., 2005;Brown & Mitchell, 2010;Brown & Treviño, 2006;Treviño et al., 2003).”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Brown et al., 2005
Ethical leadership is evaluated relative to the context within which leaders are embedded and is bound by subjective interpretations.
“Ethical leadership is, therefore, evaluated relative to the context within which leaders are embedded and is bound by subjective interpretations (Brown et al., 2005;Eisenbeiss, 2012).”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Brown et al., 2005
Ethical leaders would be most sensitive to contextual issues because of their awareness and prioritization of cultural and organizational norms.
“Ethical leaders would be most sensitive to these contextual issues because of their awareness and prioritization of cultural and organizational norms (Brown et al., 2005;Brown & Mitchell, 2010).”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Brown et al., 2005
Ethical leaders influence followers by acting ethically and fairly as role models, being concerned for people during interpersonal interactions, and rewarding ethical behaviors.
“Ethical leaders influence followers by acting ethically and fairly as role models, being concerned for people during interpersonal interactions, and rewarding ethical behaviors (Brown et al., 2005; Kalshoven et al., 2011).”
From The evolution of leadership: Past insights, present trends, and future directions (2025) · cites this paper as Brown et al., 2005
Ethical leadership involves demonstrating and promoting fair, moral, and ethical behaviors in organizations.
“Ethical leadership involves demonstrating and promoting fair, moral, and ethical behaviors in organizations (Brown et al., 2005).”
From The evolution of leadership: Past insights, present trends, and future directions (2025) · cites this paper as Brown et al., 2005
The mechanism of ethical leadership's effects has been explained by social learning and social exchange theories.
“The mechanism of its effects has been explained by social learning and social exchange theories (Banks et al., 2021; Brown et al., 2005; Ng & Feldman, 2015).”
From The evolution of leadership: Past insights, present trends, and future directions (2025) · cites this paper as Brown et al., 2005

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Authors: Brown, M. E., Treviño, L. K., & Harrison, D. A.
Affiliations: Pennsylvania State University (US)
Corresponding author: Brown, Michael E.
ORCID: Brown, Michael E.
Treviño, Linda K.
Harrison, David A.
Venue: Organizational Behavior and Human Decision Processes
Publisher: Elsevier BV
Published: 2005-07
Volume: 97
Issue: 2
Pages: 117-134
ISSN: 0749-5978 (ISSN-L)
DOI: 10.1016/j.obhdp.2005.03.002
OpenAlex: W2067708941
Cited by: 5,435
References: 115
Citations by year: 2026: 461 · 2025: 450 · 2024: 462 · 2023: 484 · 2022: 464 · 2021: 405 · 2020: 460 · 2019: 366 · 2018: 313 · 2017: 261 · 2016: 252 · 2015: 202 · 2014: 218 · 2013: 164 · 2012: 151
FWCI: 54.99
Type: journal article
Language: en
Open access: closed
Licence: www.elsevier.com/tdm/userlicense/1.0/ (tdm)
Locations: Organizational Behavior and Human Decision Processes (publishedVersion)
RePEc: Research Papers in Economics (submittedVersion)
Topics: Social Sciences › Decision Sciences › Information Systems and Management › Ethics in Business and Education
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
Keywords: ethical leadership, social learning theory, construct development, measurement instruments, nomological network, honesty, trust in leadership, interactional justice, transformational leadership, abusive supervision, leadership effectiveness, job satisfaction, job dedication, problem reporting

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