Cited by 1,598Ethics in Business and EducationJob Satisfaction and Organizational BehaviorEmployee Performance and Leadership

The DOI matches its Crossref record; 98 of the 99 references it cites were found in a registry or an index.

How low does ethical leadership flow? Test of a trickle-down model

Open access

Mayer, David M., Kuenzi, Maribeth, Greenbaum, Rebecca, Bardes, Mary, Salvador, Rommel (Bombie)·2009·Organizational Behavior and Human Decision Processes

DOI 10.1016/j.obhdp.2008.04.002

Open this paper in CoChat — free account

Integrity signals

Registry

Crossref · 10.1016/j.obhdp.2008.04.002

Cites

98 of 98 references verified0 citation errors · 0 not checkable

Statistics

Recomputing p-values needs the paper’s full text.

Claims the paper makes

We couldn’t retrieve this paper’s full text, so its claims and self-check weren’t run. The registry and citation checks still apply.

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

Social Learning Theory
Kytle, J., & Bandura, A. (1978) · Contemporary Sociology · doi:10.2307/2065952 · Cited by 25,422
SPSS and SAS procedures for estimating indirect effects in simple mediation models
Preacher, K. J., & Hayes, A. F. (2004) · Behavior Research Methods, Instruments, & Computers · doi:10.3758/bf03206553 · Cited by 17,383
Exchange and Power in Social Life
Blau, P. M. (2017) · doi:10.4324/9780203792643 · Cited by 15,923
Exchange and Power in Social Life.
Bierstedt, R., & Blau, P. M. (1965) · American Sociological Review · doi:10.2307/2091154 · Cited by 13,625
The Social Psychology of Organizations.
Hackman, J. R., Katz, D., & Kahn, R. L. (1979) · Administrative Science Quarterly · doi:10.2307/2989929 · Cited by 12,243
Social Exchange Theory: An Interdisciplinary Review
Cropanzano, R., & Mitchell, M. S. (2005) · Journal of Management · doi:10.1177/0149206305279602 · Cited by 10,068
A comparison of methods to test mediation and other intervening variable effects
MacKinnon, D. P., Lockwood, C. M., Hoffman, J. M., West, S. G., & Sheets, V. (2002) · Psychological Methods · doi:10.1037/1082-989x.7.1.83 · Cited by 9,406
Untitled work
(1938) · Virtual Defense Library (Ministerio de Defensa) · Cited by 7,145
Organizational Citizenship Behavior: The Good Soldier Syndrome.
Currall, S. C., & Organ, D. W. (1988) · Administrative Science Quarterly · doi:10.2307/2393071 · Cited by 5,594
From transactional to transformational leadership: Learning to share the vision
Bass, B. M. (1990) · Organizational Dynamics · doi:10.1016/0090-2616(90)90061-s · Cited by 5,438

Flagged first, then by citations

Show all 99 references

1 of the 99 references couldn’t be matched to a known paper.

Research works printed but not linked: 2

Page, R., & Tornow, W. (1987). Managerial job analysis: Are we further along? Paper presented at the annual conference of the Society for Industrial and Organizational Psychology, Atlanta, GA.
Zierden, 1980, Needed: Top management attention to the role of the first-line supervisor. S.A.M, Advanced Management Journal, summer, 18

Sorted by citations

Items 101–200 of 1,000

Group‐level organizational citizenship behavior: Effects of demographic faultlines and conflict in small work groups
Choi, J. N., & Sy, T. (2009) · Journal of Organizational Behavior · doi:10.1002/job.661 · Cited by 196
Ethical Leadership and Team-Level Creativity: Mediation of Psychological Safety Climate and Moderation of Supervisor Support for Creativity
Tu, Y., Lu, X., Choi, J. N., & Wei, G. (2018) · Journal of Business Ethics · doi:10.1007/s10551-018-3839-9 · Cited by 217
Implications of core self-evaluations for a changing organizational context
Judge, T. A., & Kammeyer‐Mueller, J. D. (2010) · Human Resource Management Review · doi:10.1016/j.hrmr.2010.10.003 · Cited by 209
Ethical Leadership: Assessing the Value of a Multifoci Social Exchange Perspective
Hansen, S. D., Alge, B. J., Brown, M. E., Jackson, C. L., & Dunford, B. B. (2012) · Journal of Business Ethics · doi:10.1007/s10551-012-1408-1 · Cited by 212
Toward Effective Codes: Testing the Relationship with Unethical Behavior
Kaptein, M. (2010) · Journal of Business Ethics · doi:10.1007/s10551-010-0652-5 · Cited by 191
Ethical and Unethical Leadership: A Cross-Cultural and Cross-Sectoral Analysis
Eisenbeiß, S. A., & Brodbeck, F. C. (2013) · Journal of Business Ethics · doi:10.1007/s10551-013-1740-0 · Cited by 221
Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs
Zhu, W., He, H., Treviño, L. K., Chao, M. M., & Wang, W.-Y. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.01.004 · Cited by 201
Ethical Leadership, Employee Well-Being, and Helping: The Moderating Role of Human Resource Management
Kalshoven, K., & Boon, C. T. (2012) · Journal of Personnel Psychology · doi:10.1027/1866-5888/a000056 · Cited by 251
The Effects of Ethical Leadership and Ethical Climate on Employee Ethical Behavior in the International Port Context
Lu, C., & Lin, C.-C. (2013) · Journal of Business Ethics · doi:10.1007/s10551-013-1868-y · Cited by 193
Improving the “Leader–Follower” Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response
Ruiz‐Palomino, P., Ruiz, C. D., & Cañas, R. M. (2010) · Journal of Business Ethics · doi:10.1007/s10551-010-0670-3 · Cited by 198
Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Politics and the Moderating Role of Political Skill
Kacmar, K. M., Andrews, M. C., Harris, K. J., & Tepper, B. J. (2013) · Journal of Business Ethics · doi:10.1007/s10551-012-1373-8 · Cited by 180
Algorithmic Management: Bright and Dark Sides, Practical Implications, and Research Opportunities
Benlian, A., Wiener, M., Cram, W. A., Krasnova, H., Maedche, A., Möhlmann, M., Recker, J., & Remus, U. (2022) · Business & Information Systems Engineering · doi:10.1007/s12599-022-00764-w · Cited by 180
Does ethical leadership enhance group learning behavior? Examining the mediating influence of group ethical conduct, justice climate, and peer justice
Walumbwa, F. O., Hartnell, C. A., & Misati, E. (2017) · Journal of Business Research · doi:10.1016/j.jbusres.2016.11.013 · Cited by 179
Moral intensity, ethical decision making, and whistleblowing intention
Valentine, S. R., & Gódkin, L. (2019) · Journal of Business Research · doi:10.1016/j.jbusres.2019.01.009 · Cited by 210
Leader Unethical Pro-Organizational Behavior and Employee Unethical Conduct: Social Learning of Moral Disengagement as a Behavioral Principle
Lian, H., Huai, M., Farh, J., Huang, J., Lee, C., & Chao, M. M. (2020) · Journal of Management · doi:10.1177/0149206320959699 · Cited by 197
Authoritarian leadership and employee creativity: The moderating role of psychological capital and the mediating role of fear and defensive silence
Guo, L., Decoster, S., Babalola, M. T., Schutter, L. D., Garba, O. A., & Riisla, K. (2018) · Journal of Business Research · doi:10.1016/j.jbusres.2018.07.034 · Cited by 192
The Influence of Ethical Leadership and Regulatory Focus on Employee Outcomes
Neubert, M. J., Wu, C., & Roberts, J. A. (2013) · Business Ethics Quarterly · doi:10.5840/beq201323217 · Cited by 203
Ethical Leadership and Corporate Social Responsibility in China: A Multilevel Study of Their Effects on Trust and Organizational Citizenship Behavior
Tourigny, L., Han, J., Baba, V. V., & Pan, P. (2017) · Journal of Business Ethics · doi:10.1007/s10551-017-3745-6 · Cited by 195
Interrelations Between Ethical Leadership, Green Psychological Climate, and Organizational Environmental Citizenship Behavior: A Moderated Mediation Model
Khan, M. A. S., Du, J., Ali, M., Saleem, S., & Usman, M. (2019) · Frontiers in Psychology · doi:10.3389/fpsyg.2019.01977 · Cited by 154
The effect of authentic transformational leadership on follower and group ethics
Zhu, W., Avolio, B. J., Riggio, R. E., & Sosik, J. J. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.07.004 · Cited by 196
Empirical analysis of shared leadership promotion and team creativity: An adaptive leadership perspective
Ali, A., Wang, H., & Johnson, R. E. (2020) · Journal of Organizational Behavior · doi:10.1002/job.2437 · Cited by 183
Responding to a major global crisis: the effects of hotel safety leadership on employee safety behavior during COVID-19
Zhang, J., Xie, C., Wang, J., Morrison, A. M., & Coca‐Stefaniak, J. A. (2020) · International Journal of Contemporary Hospitality Management · doi:10.1108/ijchm-04-2020-0335 · Cited by 174
My Boss is Morally Disengaged: The Role of Ethical Leadership in Explaining the Interactive Effect of Supervisor and Employee Moral Disengagement on Employee Behaviors
Bonner, J., Greenbaum, R. L., & Mayer, D. M. (2014) · Journal of Business Ethics · doi:10.1007/s10551-014-2366-6 · Cited by 173
Self-citation
Developing a Framework for Ethical Leadership
Lawton, A., & Gabriunas, I. L. O. P. (2014) · Journal of Business Ethics · doi:10.1007/s10551-014-2244-2 · Cited by 219
The role of moral decoupling in the causes and consequences of unethical pro-organizational behavior
Fehr, R., Welsh, D. T., Yam, K. C., Baer, M. D., Wei, W., & Vaulont, M. J. (2019) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2019.05.007 · Cited by 175
Can a leader be seen as too ethical? the curvilinear effects of ethical leadership
Stouten, J., van Dijke, M., Mayer, D. M., De Cremer, D., & Euwema, M. C. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.05.002 · Cited by 170
Self-citation
Do Perceptions of Ethical Conduct Matter During Organizational Change? Ethical Leadership and Employee Involvement
Sharif, M., & Scandura, T. (2014) · Journal of Business Ethics · doi:10.1007/s10551-013-1869-x · Cited by 180
Developing collective customer knowledge and service climate: The interaction between service-oriented high-performance work systems and service leadership.
Jiang, K., Chuang, C., & Chiao, Y. (2014) · Journal of Applied Psychology · doi:10.1037/apl0000005 · Cited by 172
Leader‐signaled knowledge hiding: Effects on employees' job attitudes and empowerment
Offergelt, F., Spörrle, M., Moser, K., & Shaw, J. D. (2018) · Journal of Organizational Behavior · doi:10.1002/job.2343 · Cited by 177
Catching rudeness is like catching a cold: The contagion effects of low-intensity negative behaviors.
Foulk, T. A., Woolum, A. H., & Erez, A. (2015) · Journal of Applied Psychology · doi:10.1037/apl0000037 · Cited by 184
A meta-analytic review of the consequences of servant leadership: The moderating roles of cultural factors
Zhang, Y., Zheng, Y., Zhang, L., Xu, S., Liu, X., & Chen, W. (2021) · Asia Pacific Journal of Management · doi:10.1007/s10490-018-9639-z · Cited by 167
Joint influences of individual and work unit abusive supervision on ethical intentions and behaviors: A moderated mediation model.
Hannah, S. T., Schaubroeck, J. M., Peng, A. C., Lord, R. G., Treviño, L. K., Kozlowski, S. W. J., Avolio, B. J., Dimotakis, N. E., & Doty, J. P. (2013) · Journal of Applied Psychology · doi:10.1037/a0032809 · Cited by 168
Supervisors' upward exchange relationships and subordinate outcomes: Testing the multilevel mediation role of empowerment.
Zhou, L., Wang, M., Chen, G., & Shi, J. (2011) · Journal of Applied Psychology · doi:10.1037/a0026305 · Cited by 169
Ethical Leadership, Work Meaningfulness, and Work Engagement in the Public Sector
Mostafa, A. M. S., & El-Motalib, E. A. A. (2018) · Review of Public Personnel Administration · doi:10.1177/0734371x18790628 · Cited by 188
The Effects of Ethical Leadership and Abusive Supervision on Job Search Behaviors in the Turnover Process
Palanski, M. E., Avey, J. B., & Jiraporn, N. (2013) · Journal of Business Ethics · doi:10.1007/s10551-013-1690-6 · Cited by 167
Group Ethical Voice
Huang, L. V., & Paterson, T. A. (2014) · Journal of Management · doi:10.1177/0149206314546195 · Cited by 167
What does it mean to be responsible? Addressing the missing responsibility dimension in ethical leadership research
Voegtlin, C. (2015) · Leadership · doi:10.1177/1742715015578936 · Cited by 172
Ethical Leaders and Their Followers: The Transmission of Moral Identity and Moral Attentiveness
Zhu, W., Treviño, L. K., & Zheng, X. (2016) · Business Ethics Quarterly · doi:10.1017/beq.2016.11 · Cited by 167
When Leaders Fail to “Walk the Talk”: Supervisor Undermining and Perceptions of Leader Hypocrisy
Greenbaum, R. L., Mawritz, M. B., & Piccolo, R. F. (2015) · Journal of Management · doi:10.1177/0149206312442386 · Cited by 184
Self-citation
Echoes of our upbringing: How growing up wealthy or poor relates to narcissism, leader behavior, and leader effectiveness
Martin, S. R., Côté, S., & Woodruff, T. (2016) · Academy of Management Journal · doi:10.5465/amj.2015.0680 · Cited by 155
Servant Versus Authentic Leadership: Assessing Effectiveness in China’s Hospitality Industry
Ling, Q., Liu, F., & Wu, X. (2017) · Cornell Hospitality Quarterly · doi:10.1177/1938965516641515 · Cited by 168
Ethical leadership and job performance in C hina: The roles of workplace friendships and traditionality
Liu, J., Kwan, H. K., Fu, P., & Mao, Y. (2013) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12027 · Cited by 158
The trickle-down effect of responsible leadership on unethical pro-organizational behavior: The moderating role of leader-follower value congruence
Cheng, K., Wei, F., & Lin, Y. (2019) · Journal of Business Research · doi:10.1016/j.jbusres.2019.04.044 · Cited by 154
Impact of ethical leadership on creativity: the role of psychological empowerment
Javed, B., Khan, A. A., Bashir, S., & Arjoon, S. (2016) · Current Issues in Tourism · doi:10.1080/13683500.2016.1188894 · Cited by 153
Embracing artificial intelligence (AI) with job crafting: Exploring trickle-down effect and employees’ outcomes
Li, W., Qin, X., Yam, K. C., Deng, H., Chen, C., Dong, X., Jiang, L., & Tang, W. (2024) · Tourism Management · doi:10.1016/j.tourman.2024.104935 · Cited by 166
Leader mistreatment, employee hostility, and deviant behaviors: Integrating self-uncertainty and thwarted needs perspectives on deviance
Mayer, D. M., Thau, S., Workman, K. M., van Dijke, M., & Cremer, D. D. (2011) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2011.07.003 · Cited by 156
Self-citation
Leveraging the employee voice: a multi-level social learning perspective of ethical leadership
Bai, Y., Lin, L., & Liu, J. T. (2017) · The International Journal of Human Resource Management · doi:10.1080/09585192.2017.1308414 · Cited by 169
Ethical leadership and knowledge hiding: an intervening and interactional analysis
Anser, M. K., Ali, M., Usman, M., Rana, M. L. T., & Yousaf, Z. (2020) · Service Industries Journal · doi:10.1080/02642069.2020.1739657 · Cited by 162
Does Ethical Leadership Lead to Happy Workers? A Study on the Impact of Ethical Leadership, Subjective Well-Being, and Life Happiness in the Chinese Culture
Yang, C. (2013) · Journal of Business Ethics · doi:10.1007/s10551-013-1852-6 · Cited by 174
Just the Right Amount of Ethics Inspires Creativity: A Cross-Level Investigation of Ethical Leadership, Intrinsic Motivation, and Employee Creativity
Feng, J., Zhang, Y. E., Liu, X., Zhang, L., & Han, X. (2016) · Journal of Business Ethics · doi:10.1007/s10551-016-3297-1 · Cited by 161
Visualizing the landscape and evolution of leadership research
Zhu, J., Song, L. J., Zhu, L., & Johnson, R. E. (2018) · The Leadership Quarterly · doi:10.1016/j.leaqua.2018.06.003 · Cited by 179
LEADERSHIP IN ACTION TEAMS: TEAM LEADER AND MEMBERS’ AUTHENTICITY, AUTHENTICITY STRENGTH, AND TEAM OUTCOMES
Hannah, S. T., Walumbwa, F. O., & Fry, L. W. (2011) · Personnel Psychology · doi:10.1111/j.1744-6570.2011.01225.x · Cited by 158
Ethical leadership, moral equity judgments, and discretionary workplace behavior
Resick, C. J., Hargis, M. B., Shao, P. T., & Dust, S. B. (2013) · Human Relations · doi:10.1177/0018726713481633 · Cited by 170
On ethical leadership impact: The role of follower mindfulness and moral emotions
Eisenbeiß, S. A., & van Knippenberg, D. (2014) · Journal of Organizational Behavior · doi:10.1002/job.1968 · Cited by 157
The role of justice and social exchange relationships in workplace deviance: Test of a mediated model
el Akremi, A., Vandenberghe, C., & Camerman, J. (2010) · Human Relations · doi:10.1177/0018726710364163 · Cited by 146
To Thine Own Self Be True? Facades of Conformity, Values Incongruence, and the Moderating Impact of Leader Integrity
Hewlin, P. F., Dumas, T. L., & Burnett, M. F. (2015) · Academy of Management Journal · doi:10.5465/amj.2013.0404 · Cited by 155
Serving the Self From the Seat of Power
Williams, M. J. (2014) · Journal of Management · doi:10.1177/0149206314525203 · Cited by 154
Organizational Justice and Behavioral Ethics: Promises and Prospects
Cropanzano, R., & Stein, J. H. (2009) · Business Ethics Quarterly · doi:10.5840/beq200919211 · Cited by 154
Top-down knowledge hiding and innovative work behavior (IWB): a three-way moderated-mediation analysis of self-efficacy and local/foreign status
Arain, G. A., Bhatti, Z. A., Hameed, I., & Fang, Y. (2019) · Journal of Knowledge Management · doi:10.1108/jkm-11-2018-0687 · Cited by 165
Ethical leadership, trust in leader and creativity: The mediated mechanism and an interacting effect
Javed, B., Rawwas, M. Y. A., Khandai, S., Shahid, K., & Tayyeb, H. H. (2018) · Journal of Management & Organization · doi:10.1017/jmo.2017.56 · Cited by 146
For the Good or the Bad? Interactive Effects of Transformational Leadership with Moral and Authoritarian Leadership Behaviors
Schuh, S. C., Zhang, X.-A., & Tian, P. (2012) · Journal of Business Ethics · doi:10.1007/s10551-012-1486-0 · Cited by 175
Ethical Culture, Ethical Intent, and Organizational Citizenship Behavior: The Moderating and Mediating Role of Person–Organization Fit
Ruiz‐Palomino, P., & Cañas, R. M. (2013) · Journal of Business Ethics · doi:10.1007/s10551-013-1650-1 · Cited by 157
The impact of ethical leadership on project success: the mediating role of trust and knowledge sharing
Bhatti, S. H., Kiyani, S. K., Dust, S. B., & Zakariya, R. (2021) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-05-2020-0159 · Cited by 153
Trickle-Down, Trickle-Out, Trickle-Up, Trickle-In, and Trickle-Around Effects: An Integrative Perspective on Indirect Social Influence Phenomena
Wo, D. X. H., Schminke, M. J., & Ambrose, M. L. (2018) · Journal of Management · doi:10.1177/0149206318812951 · Cited by 140
Organizational Culture and Climate
Ostroff, C. L., Kinicki, A. J., & Muhammad, R. S. (2012) · Wiley eBooks · doi:10.1002/9781118133880.hop212024 · Cited by 139
Ethical Culture and Employee Outcomes: The Mediating Role of Person-Organization Fit
Ruiz‐Palomino, P., Cañas, R. M., & Fontrodona, J. (2012) · Journal of Business Ethics · doi:10.1007/s10551-012-1453-9 · Cited by 139
Middle Manager Leadership and Frontline Employee Performance: Bypass, Cascading, and Moderating Effects
Yang, J., Zhang, Z., & Tsui, A. S. (2009) · Journal of Management Studies · doi:10.1111/j.1467-6486.2009.00902.x · Cited by 139
When corporate social responsibility motivates employee citizenship behavior: The sensitizing role of task significance
Ong, M., Mayer, D. M., Tost, L. P., & Wellman, N. M. (2017) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2017.09.006 · Cited by 146
Self-citation
Blind forces
Martín, S., Kish-Gephart, J. J., & Detert, J. R. (2014) · Organizational Psychology Review · doi:10.1177/2041386613518576 · Cited by 146
Why and when does ethical leadership evoke unethical follower behavior?
Kalshoven, K., van Dijk, H., & Boon, C. T. (2016) · Journal of Managerial Psychology · doi:10.1108/jmp-10-2014-0314 · Cited by 143
Ethical Leadership and Follower Helping and Courtesy: Moral Awareness and Empathic Concern as Moderators
Kalshoven, K., Hartog, D. N. D., & Hoogh, A. H. B. D. (2012) · Applied Psychology · doi:10.1111/j.1464-0597.2011.00483.x · Cited by 145
Benevolent leadership and psychological well-being
Erkutlu, H., & Chafra, J. (2016) · Leadership & Organization Development Journal · doi:10.1108/lodj-07-2014-0129 · Cited by 154
Effects of ethical leadership on bullying and voice behavior among nurses
Islam, T., Ahmed, I., & Ali, G. (2018) · Leadership in health services · doi:10.1108/lhs-02-2017-0006 · Cited by 152
Servant leadership and ethics: a dyadic examination of supervisor behaviors and salesperson perceptions
Jaramillo, F., Bande, B., & González, J. A. V. (2015) · Journal of Personal Selling and Sales Management · doi:10.1080/08853134.2015.1010539 · Cited by 134
A longitudinal study of the effects of charismatic leadership and organizational culture on objective and perceived corporate performance
Wilderom, C. P. M., van den Berg, P. T., & Wiersma, U. J. (2012) · The Leadership Quarterly · doi:10.1016/j.leaqua.2012.04.002 · Cited by 130
A meta‐analytic test of the differential pathways linking ethical leadership to normative conduct
Peng, A. C., & Kim, D. (2020) · Journal of Organizational Behavior · doi:10.1002/job.2427 · Cited by 151
What Drives Trickle-Down Effects? A Test of Multiple Mediation Processes
Wo, D. X. H., Ambrose, M. L., & Schminke, M. J. (2015) · Academy of Management Journal · doi:10.5465/amj.2013.0670 · Cited by 129
The Relation Between Ethical Leadership and Workplace Conflicts: The Mediating Role of Employee Resolution Efficacy
Babalola, M. T., Stouten, J., Euwema, M., & Ovadje, F. (2016) · Journal of Management · doi:10.1177/0149206316638163 · Cited by 156
Unit-Level Counterproductive Work Behavior (CWB): A Conceptual Review and Quantitative Summary
Carpenter, N. C., Whitman, D. S., & Amrhein, R. (2020) · Journal of Management · doi:10.1177/0149206320978812 · Cited by 157
The employee engagement and OCB as mediating on employee performance
Sugianingrat, I. A. P. W., Widyawati, S. R., da Costa, C. A. D. J., Ximenes, M., Piedade, S. D. R., & Sarmawa, W. G. (2019) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-03-2018-0124 · Cited by 150
Servant leadership, leader gender, and team gender role: Testing a female advantage in a cascading model of performance
Lemoine, G. J., & Blum, T. C. (2019) · Personnel Psychology · doi:10.1111/peps.12379 · Cited by 144
Ethical Leadership and Internal Whistleblowing: A Mediated Moderation Model
Cheng, J., Bai, H., & Yang, X. (2017) · Journal of Business Ethics · doi:10.1007/s10551-017-3517-3 · Cited by 133
Ethical leadership in sustainable organizations: The moderating role of general self-efficacy and the mediating role of organizational trust
Ilyas, S., Abid, G., & Ashfaq, F. (2020) · Sustainable Production and Consumption · doi:10.1016/j.spc.2020.03.003 · Cited by 154
“Doing well by doing good”? Ambivalent moral framing in organizations
Kreps, T. A., & Monin, B. (2011) · Research in Organizational Behavior · doi:10.1016/j.riob.2011.09.008 · Cited by 129
Linking Ethical Leadership to Employees’ Organizational Citizenship Behavior: Testing the Multilevel Mediation Role of Organizational Concern
Mo, S., & Shi, J. (2015) · Journal of Business Ethics · doi:10.1007/s10551-015-2734-x · Cited by 155
New Insights into Ethical Leadership: A Qualitative Investigation of the Experiences of Executive Ethical Leaders
Frisch, C., & Huppenbauer, M. (2013) · Journal of Business Ethics · doi:10.1007/s10551-013-1797-9 · Cited by 143
Ethical Leadership and Followers’ Moral Judgment: The Role of Followers’ Perceived Accountability and Self-leadership
Steinbauer, R., Renn, R. W., Taylor, R. R., & Njoroge, P. K. (2013) · Journal of Business Ethics · doi:10.1007/s10551-013-1662-x · Cited by 141
When Do Ethical Leaders Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on Employee Discretionary Reactions to Ethical Leadership
Babalola, M. T., Stouten, J., Camps, J., & Euwema, M. (2017) · Journal of Business Ethics · doi:10.1007/s10551-017-3472-z · Cited by 121
The Interpersonal Benefits of Leader Mindfulness: A Serial Mediation Model Linking Leader Mindfulness, Leader Procedural Justice Enactment, and Employee Exhaustion and Performance
Schuh, S. C., Zheng, X., Xin, K., & Fernández, J. A. (2017) · Journal of Business Ethics · doi:10.1007/s10551-017-3610-7 · Cited by 133
The Moral Entrepreneur: A New Component of Ethical Leadership
Kaptein, M. (2017) · Journal of Business Ethics · doi:10.1007/s10551-017-3641-0 · Cited by 164
Ethical Leadership as Antecedent of Job Satisfaction, Affective Organizational Commitment and Intention to Stay Among Volunteers of Non-profit Organizations
Benevene, P., Corso, L. D., CARLO, A. D., Falco, A., Carluccio, F., & Jiménez, M. L. V. (2018) · Frontiers in Psychology · doi:10.3389/fpsyg.2018.02069 · Cited by 163
The state of research on leader humor
Kong, D. T., Cooper, C. D., & Sosik, J. J. (2019) · Organizational Psychology Review · doi:10.1177/2041386619846948 · Cited by 135
Duty orientation: Theoretical development and preliminary construct testing
Hannah, S. T., Jennings, P. L., Bluhm, D., Peng, A. C., & Schaubroeck, J. M. (2014) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2013.10.007 · Cited by 117
Social exchange from the supervisor’s perspective: Employee trustworthiness as a predictor of interpersonal and informational justice
Muir, C. P., Olsen, J. E., & Martins, L. L. (2012) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2012.11.001 · Cited by 117
Interpersonal Justice and Deviance
Holtz, B. C., & Harold, C. M. (2010) · Journal of Management · doi:10.1177/0149206310390049 · Cited by 117
Debunking the false dichotomy of leadership idealism and pragmatism: Critical evaluation and support of newer genre leadership theories
Hannah, S. T., Sumanth, J. J., Lester, P. B., & Cavarretta, F. (2014) · Journal of Organizational Behavior · doi:10.1002/job.1931 · Cited by 136
Business Ethics as a Required Course: Investigating the Factors Impacting the Decision to Require Ethics in the Undergraduate Business Core Curriculum
Rutherford, M. A., Parks, L., Cavazos, D. E., & White, C. D. (2012) · Academy of Management Learning and Education · doi:10.5465/amle.2011.0039 · Cited by 116
The Role of Servant Leadership in Developing an Ethical Climate in Sport Organizations
Burton, L., Peachey, J. W., & Wells, J. E. (2016) · Journal of Sport Management · doi:10.1123/jsm.2016-0047 · Cited by 136
The impact of ethical leadership on organizational citizenship behavior
Yang, Q., & Wei, H. (2017) · Leadership & Organization Development Journal · doi:10.1108/lodj-12-2016-0313 · Cited by 136
Ethical leadership, organizational identification and employee voice: examining moderated mediation process in the Chinese insurance industry
Yang, Q., & Ming-Xia, L. (2013) · Asia Pacific Business Review · doi:10.1080/13602381.2013.823712 · Cited by 124

Authors: Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. (.
Affiliations: University of Central Florida (US)
Southern Methodist University (US)
Corresponding author: Mayer, David M.
ORCID: Mayer, David M.
Kuenzi, Maribeth
Greenbaum, Rebecca
Venue: Organizational Behavior and Human Decision Processes
Publisher: Elsevier BV
Published: 2009-01
Volume: 108
Issue: 1
Pages: 1-13
ISSN: 0749-5978 (ISSN-L)
DOI: 10.1016/j.obhdp.2008.04.002
OpenAlex: W2109465111
Cited by: 1,598
References: 99
Citations by year: 2026: 83 · 2025: 105 · 2024: 97 · 2023: 107 · 2022: 127 · 2021: 115 · 2020: 118 · 2019: 117 · 2018: 110 · 2017: 92 · 2016: 99 · 2015: 91 · 2014: 98 · 2013: 82 · 2012: 62
FWCI: 71.31
Type: journal article
Language: en
Open access: green
stars.library.ucf.edu
Licence: www.elsevier.com/tdm/userlicense/1.0/ (tdm)
Locations: Organizational Behavior and Human Decision Processes (publishedVersion)
Journal of International Crisis and Risk Communication Research (submittedVersion)
RePEc: Research Papers in Economics (submittedVersion)
ScholarWorks@UMassAmherst (University of Massachusetts Amherst) (submittedVersion)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource 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, top management, supervisor leadership, organizational citizenship behavior, social learning theory, social exchange theory

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review

How low does ethical leadership flow? Test of a trickle-down model

Overview

Integrity signals

Verification

Claims the paper makes

Claims other papers make about this one

Citations

Cites

Cited by

Related

Metadata

Record

About these checks