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 401–500 of 1,000

The Trickle-Down Effects of Inclusive Leadership on Employees’ Innovative Behavior: The Joint Moderating Effects of Vicarious Learning and Organizational Inclusion Climate
Zhong, J., Li, Y.-Q.-Y.-B.-S., & Luo, J.-L. (2021) · Journal of leadership & organizational studies · doi:10.1177/15480518211059941 · Cited by 46
Stealing Time on the Company’s Dime: Examining the Indirect Effect of Laissez-Faire Leadership on Employee Time Theft
Hu, B., Harold, C. M., & Kim, D. (2022) · Journal of Business Ethics · doi:10.1007/s10551-022-05077-2 · Cited by 68
Two-Sided Cultural Fit: The Differing Behavioral Consequences of Cultural Congruence Based on Values Versus Perceptions
Lu, R., Chatman, J. A., Goldberg, A., & Srivastava, S. B. (2023) · Organization Science · doi:10.1287/orsc.2023.1659 · Cited by 56
Perceived Ethical Leadership Affects Customer Purchasing Intentions Beyond Ethical Marketing in Advertising Due to Moral Identity Self-Congruence Concerns
Quaquebeke, N. V., Becker, J. U., Goretzki, N., & Barrot, C. (2017) · Journal of Business Ethics · doi:10.1007/s10551-017-3577-4 · Cited by 54
Shaping emotional reactions to ethical behaviors: Proactive personality as a substitute for ethical leadership
Velez, M. J., & Neves, P. (2018) · The Leadership Quarterly · doi:10.1016/j.leaqua.2018.06.004 · Cited by 57
“You get what you appreciate”
Hassi, A. (2018) · International journal of organizational analysis · doi:10.1108/ijoa-08-2018-1506 · Cited by 68
I can see clearly now
Newman, A., Allen, B. C., & Miao, Q. (2015) · Personnel Review · doi:10.1108/pr-11-2013-0200 · Cited by 62
Distinguishing Between the Roles of Customer-Oriented Selling and Adaptive Selling in Managing Dysfunctional Conflict in Buyer–Seller Relationships
Chakrabarty, S., Brown, G., & Widing, R. E. (2013) · Journal of Personal Selling and Sales Management · doi:10.2753/pss0885-3134330301 · Cited by 52
Effect of Ethical Leadership and Interactional Justice on Employee Work Attitudes
Charoensap, A., Virakul, B., Senasu, K., & Ayman, R. (2018) · Journal of Leadership Studies · doi:10.1002/jls.21574 · Cited by 63
Ethical leadership and organizational cynicism: the mediating role of leader-member exchange and organizational identification
Qian, Y., & Jian, G. (2020) · Corporate Communications An International Journal · doi:10.1108/ccij-06-2019-0069 · Cited by 58
The influence of ethical leadership on the organizational commitment in fire organizations
Bahadori, M., Ghasemi, M., Hasanpoor, E., Hosseini, S. M., & Alimohammadzadeh, K. (2021) · International Journal of Ethics and Systems · doi:10.1108/ijoes-04-2020-0043 · Cited by 52
Discouraging unethicality versus encouraging ethicality: Unraveling the differential effects of prevention‐ and promotion‐focused ethical leadership
Bush, J. T., Welsh, D. T., Baer, M. D., & Waldman, D. A. (2020) · Personnel Psychology · doi:10.1111/peps.12386 · Cited by 58
Team Emotional Intelligence: Emotional Processes as a Link Between Managers and Workers
Mindeguia, R., Aritzeta, A., Garmendia, A., Martínez‐Moreno, E., Elorza, U., & Soroa, G. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.619999 · Cited by 59
Examining ethical leadership in health care organizations and its impacts on employee work attitudes: an empirical analysis from Austria
Franczukowska, A., Krczal, E., Knapp, C., & Baumgartner, M. (2021) · Leadership in health services · doi:10.1108/lhs-06-2020-0034 · Cited by 71
Aligning employee service recovery performance with brand values: The role of brand-specific leadership
Punjaisri, K., Evanschitzky, H., & Rudd, J. M. (2013) · Journal of Marketing Management · doi:10.1080/0267257x.2013.803144 · Cited by 55
What makes a group of good citizens? The role of perceived group‐level fit and critical psychological states in organizational teams
Shin, Y., & Choi, J. N. (2009) · Journal of Occupational and Organizational Psychology · doi:10.1348/096317909x440233 · Cited by 51
Linking Ethical Leadership to Knowledge Sharing and Knowledge Hiding: The Mediating Role of Psychological Engagement
Tang, P. M., Bavik, Y. L., Chen, Y., & Tjosvold, D. (2015) · Digital Commons - Lingnan (Lingnan University) · Cited by 49
When leader-member exchange leads to knowledge sharing: The roles of general self-efficacy, team leader modeling, and LMX differentiation
Kim, M. S., Phillips, J. M., Park, W.-W., & Gully, S. M. (2021) · The International Journal of Human Resource Management · doi:10.1080/09585192.2021.1886150 · Cited by 53
Show and tell: how supervisors facilitate leader development among transitioning leaders.
Dragoni, L., Park, H., Soltis, J., & Forte-Trammell, S. (2014) · Journal of Applied Psychology · doi:10.1037/a0034452 · Cited by 44
Conceit and deceit: Lying, cheating, and stealing among grandiose narcissists
O’Reilly, C. A., & Doerr, B. (2019) · Personality and Individual Differences · doi:10.1016/j.paid.2019.109627 · Cited by 52
The unwelcoming experience of abusive supervision and the impact of leader characteristics: turning employees into poor organizational citizens and future quitters
Rice, D. B., Taylor, R. M., & Forrester, J. K. (2020) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2020.1737521 · Cited by 61
Perceived ethical leadership: Its moderating influence on employees’ organisational commitment and organisational citizenship behaviours
Mitonga-Monga, J., & Cilliers, F. (2016) · Journal of Psychology in Africa · doi:10.1080/14330237.2015.1124608 · Cited by 57
Vertical flow of collectivistic leadership: An examination of the cascade of visionary leadership across levels
Margolis, J. A., & Ziegert, J. C. (2016) · The Leadership Quarterly · doi:10.1016/j.leaqua.2016.01.005 · Cited by 56
When health care workers perceive high-commitment HRM will they be motivated to continue working in health care? It may depend on their supervisor and intrinsic motivation
Schopman, L. M., Kalshoven, K., & Boon, C. T. (2015) · The International Journal of Human Resource Management · doi:10.1080/09585192.2015.1109534 · Cited by 63
Reducing salesperson job stress and unethical intent: The influence of leader-member exchange relationship, socialization and ethical ambiguity
Schwepker, C. H., & Good, M. C. (2017) · Industrial Marketing Management · doi:10.1016/j.indmarman.2017.08.008 · Cited by 49
Contextual Undertow of Workplace Deviance by and Within Units: A Systematic Review
Götz, M., Bollmann, G., & O’Boyle, E. H. (2018) · Small Group Research · doi:10.1177/1046496418790044 · Cited by 48
Direct and indirect effects of ethical leadership on workplace deviance in public healthcare sector of Pakistan
Yasir, M. U., & Rasli, A. (2018) · Journal of Advances in Management Research · doi:10.1108/jamr-11-2017-0109 · Cited by 51
Whatever it takes: Leaders' perceptions of abusive supervision instrumentality
Watkins, T., Fehr, R., & He, W. (2018) · The Leadership Quarterly · doi:10.1016/j.leaqua.2018.09.002 · Cited by 55
Does CSR mediate the nexus of ethical leadership and employee’s job performance? Evidence from North Italy SMEs
Aftab, J., Sarwar, H., Amin, A., & Kiran, A. (2021) · Social Responsibility Journal · doi:10.1108/srj-09-2020-0393 · Cited by 63
How Upper/Middle Managers' Ethical Leadership Activates Employee Ethical Behavior? The Role of Organizational Justice Perceptions Among Employees
Halbusi, H. A., Ruiz‐Palomino, P., Estévez, P. J., & Gutiérrez-Broncano, S. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.652471 · Cited by 49
Work–Family Effects of Ethical Leadership
Liao, Y., Liu, X., Kwan, H. K., & Li, J. (2014) · Journal of Business Ethics · doi:10.1007/s10551-014-2119-6 · Cited by 50
Enhancing leader inclusion while preventing social exclusion in the work group
Shore, L. M., & Chung, B. G. (2022) · Human Resource Management Review · doi:10.1016/j.hrmr.2022.100902 · Cited by 58
How and When Perceptions of Top Management Bottom-Line Mentality Inhibit Supervisors’ Servant Leadership Behavior
Babalola, M. T., Jordan, S. L., Ren, S., Ogbonnaya, C. N., Hochwarter, W. A., & Soetan, G. T. (2022) · Journal of Management · doi:10.1177/01492063221094263 · Cited by 48
The triangulation of ethical leader signals using qualitative, experimental, and data science methods
Banks, G. C., Ross, R. L., Toth, A., Tonidandel, S., Goloujeh, A. M., Dou, W., & Wesslen, R. S. (2022) · The Leadership Quarterly · doi:10.1016/j.leaqua.2022.101658 · Cited by 56
Unveiling the Mechanisms through Which Leader Integrity Shapes Ethical Leadership Behavior: Theory of Planned Behavior Perspective
Din, Q. M. U., & Zhang, L. (2023) · Behavioral Sciences · doi:10.3390/bs13110928 · Cited by 86
Group harmony in the workplace: Conception, measurement, and validation
Chen, C. C., Unal, A. F., Leung, K. Y., & Xin, K. (2016) · Asia Pacific Journal of Management · doi:10.1007/s10490-016-9457-0 · Cited by 50
Ethical Leadership as a Balance Between Opposing Neural Networks
Rochford, K. C., Jack, A. I., Boyatzis, R. E., & French, S. E. (2016) · Journal of Business Ethics · doi:10.1007/s10551-016-3264-x · Cited by 51
When organizations are too good: Applying Aristotle's doctrine of the mean to the corporate ethical virtues model
Kaptein, M. (2017) · Business Ethics A European Review · doi:10.1111/beer.12147 · Cited by 53
The effect of ethical leadership on service sabotage
Yeşiltaş, M., & Tuna, M. (2018) · Service Industries Journal · doi:10.1080/02642069.2018.1433164 · Cited by 48
Ethical leadership and work engagement: A moderated mediation model
Naeem, R. M., Weng, Q. D., Hameed, Z., & Rasheed, M. I. (2019) · Ethics & Behavior · doi:10.1080/10508422.2019.1604232 · Cited by 60
Ethical leadership and school effectiveness: The mediating roles of affective commitment and job satisfaction
Işık, A. N. (2020) · International Journal of Educational Leadership and Management · doi:10.17583/ijelm.2020.4114 · Cited by 65
Impact of prosocial motivation on organizational citizenship behavior: the mediating role of ethical leadership and leader–member exchange
Arshad, M., Abid, G., & Torres, F. V. C. (2020) · Quality & Quantity · doi:10.1007/s11135-020-00997-5 · Cited by 59
High-performance work systems, management team flexibility, employee flexibility and service-oriented organizational citizenship behaviors
Liu, N., & Lin, Y. (2019) · The International Journal of Human Resource Management · doi:10.1080/09585192.2019.1651374 · Cited by 53
When “Me” Trumps “We”: Narcissistic Leaders and the Cultures They Create
O’Reilly, C. A., Chatman, J. A., & Doerr, B. (2020) · Academy of Management Discoveries · doi:10.5465/amd.2019.0163 · Cited by 59
The Benefits and Burdens of Work Moralization on Creativity
Kundro, T. (2022) · Academy of Management Journal · doi:10.5465/amj.2021.0273 · Cited by 49
Interactive Effect of Leaders’ Influence Tactics and Ethical Leadership on Work Effort and Helping Behavior
Kacmar, K. M., Carlson, D. S., & Harris, K. J. (2013) · The Journal of Social Psychology · doi:10.1080/00224545.2013.798248 · Cited by 52
Theory of Justice, OCB, and Individualism: Kyrgyz Citizens
Özbek, M. F., Yoldash, M. A., & Tang, T. L. (2015) · Journal of Business Ethics · doi:10.1007/s10551-015-2553-0 · Cited by 52
Ethical leadership and organizational citizenship behaviours: the moderating role of organizational identification
Mostafa, A. M. S. (2018) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2018.1470088 · Cited by 48
Shady Strategic Behavior: Recognizing Strategic Followership of Dark Triad Followers
Schyns, B., Wisse, B. M., & Sanders, S. (2018) · Academy of Management Perspectives · doi:10.5465/amp.2017.0005 · Cited by 48
How and when top manager authentic leadership influences team voice: A moderated mediation model
Zheng, X., Liu, X., Liao, H., Qin, X., & Ni, D. (2022) · Journal of Business Research · doi:10.1016/j.jbusres.2022.02.073 · Cited by 48
RETRACTED: Ethical leadership, employee citizenship and work withdrawal behaviors: Examining mediating and moderating processes
Zhang, X., Walumbwa, F. O., Aryee, S., & Chen, Z. X. (2012) · The Leadership Quarterly · doi:10.1016/j.leaqua.2012.11.008 · Cited by 50
Retracted
Regulating Ethical Failures: Insights from Psychology
David De Cremer, A., Tenbrunsel, A. E., & van Dijke, M. (2010) · Journal of Business Ethics · doi:10.1007/s10551-011-0789-x · Cited by 46
What is the Value?
Peus, C. V., Kerschreiter, R., Frey, D., & Traut‐Mattausch, E. (2010) · Zeitschrift für Psychologie · doi:10.1027/0044-3409/a000030 · Cited by 46
Ethical competency of nurse leaders: A qualitative study
Barkhordari-Sharifabad, M., Ashktorab, T., & Atashzadeh‐Shoorideh, F. (2016) · Nursing Ethics · doi:10.1177/0969733016652125 · Cited by 48
A Multilevel Trust-based Model of Ethical Public Leadership
Mozumder, N. A. (2016) · Journal of Business Ethics · doi:10.1007/s10551-016-3341-1 · Cited by 46
The relationship between ethical leadership and employees’ internal and external community citizenship behaviors
Eva, N., Newman, A., Zhou, A. J., & Zhou, S. S. (2019) · Personnel Review · doi:10.1108/pr-01-2019-0019 · Cited by 57
Unethical Pro-organizational Behavior: A Moderated Mediational Model of Its Transmission From Managers to Employees
Nguyen, C. M., Zhang, L., & Morand, D. A. (2021) · Journal of Leadership & Organizational Studies · doi:10.1177/15480518211005464 · Cited by 45
In the moral eye of the beholder: the interactive effects of leader and follower moral identity on perceptions of ethical leadership and LMX quality
Giessner, S. R., Quaquebeke, N. V., van Gils, S., van Knippenberg, D., & Kollée, J. A. J. M. (2015) · Frontiers in Psychology · doi:10.3389/fpsyg.2015.01126 · Cited by 49
Facilitate Knowledge Sharing by Leading Ethically: the Role of Organizational Concern and Impression Management Climate
Lu, X., Zhou, H., & Chen, S. (2018) · Journal of Business and Psychology · doi:10.1007/s10869-018-9555-8 · Cited by 49
Ethics in Scientific Research: An Examination of Ethical Principles and Emerging Topics
Weinbaum, C., Landree, E., Blumenthal, M. S., Piquado, T., & Gutierrez, C. (2019) · RAND Corporation eBooks · doi:10.7249/rr2912 · Cited by 50
Principled Leader Behaviors: An Integrative Framework and Extension of Why Leaders Are Fair, Ethical, and Nonabusive
Kleshinski, C. E., Wilson, K. S., Stevenson-Street, J. M., & Scott, B. A. (2020) · Academy of Management Annals · doi:10.5465/annals.2019.0029 · Cited by 51
Counterproductive work behaviors and work climate: The role of an ethically focused management control system and peers’ self-focused behavior
Bellora-Bienengräber, L., Radtke, R. R., & Widener, S. K. (2021) · Accounting Organizations and Society · doi:10.1016/j.aos.2021.101275 · Cited by 47
The Impact of Political Skill on Employees’ Perceptions of Ethical Leadership
Harvey, P., Harris, K. J., Kacmar, K. M., Buckless, A., & Pescosolido, A. T. (2014) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051813483834 · Cited by 44
Impact of transformational leadership on team performance: an empirical study in UAE
Rao, A. S., & Abdul, W. K. (2015) · Measuring Business Excellence · doi:10.1108/mbe-07-2014-0022 · Cited by 59
Impact of behavioral integrity on organizational identification
Erkutlu, H., & Chafra, J. (2016) · Management Research Review · doi:10.1108/mrr-01-2015-0011 · Cited by 43
Leader narcissism and subordinate embeddedness: The moderating roles of moral attentiveness and behavioral integrity
Erkutlu, H. V., & Chafra, J. (2017) · EuroMed Journal of Business · doi:10.1108/emjb-04-2016-0012 · Cited by 44
Ethical Leadership, Leader-Member Exchange and Feedback Seeking: A Double-Moderated Mediation Model of Emotional Intelligence and Work-Unit Structure
Qian, J., Wang, B., Han, Z. R., & Song, B. (2017) · Frontiers in Psychology · doi:10.3389/fpsyg.2017.01174 · Cited by 48
Ethical Leadership in South Africa and Botswana
Cheteni, P., & Shindika, E. S. (2017) · BAR - Brazilian Administration Review · doi:10.1590/1807-7692bar2017160077 · Cited by 50
Leading with moral courage: The interplay of guilt and courage on perceived ethical leadership and group organizational citizenship behaviors
Mansur, J., Sobral, F. J. B. D. A., & Islam, G. (2020) · Business Ethics A European Review · doi:10.1111/beer.12270 · Cited by 43
Servant leadership and family supportiveness: Looking into employees’ work and family outcomes
Rofcanın, Y., Heras, M. L., Bosch, M. J., Berber, A., Mughal, F., & Öztürk, M. B. (2021) · Journal of Business Research · doi:10.1016/j.jbusres.2021.01.052 · Cited by 51
Situational impacts on leader ethical decision-making
Stenmark, C. K., & Mumford, M. D. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.07.013 · Cited by 49
Ethical Leadership and Teachers’ Voice Behavior: The Mediating Roles of Ethical Culture and Psychological Safety
Sağnak, M. (2017) · Educational Sciences Theory & Practice · doi:10.12738/estp.2017.4.0113 · Cited by 53
The Buffering Effect of Mindfulness on Abusive Supervision and Creative Performance: A Social Cognitive Framework
Zheng, X., & Liu, X. (2017) · Frontiers in Psychology · doi:10.3389/fpsyg.2017.01588 · Cited by 48
Advancing theory on the multilevel role of leadership in the implementation of evidence-based health care practices
Guerrero, E. G., Frimpong, J. A., Kong, Y., Fenwick, K. M., & Aarons, G. A. (2018) · Health Care Management Review · doi:10.1097/hmr.0000000000000213 · Cited by 51
No Regard for Those Who Need It: The Moderating Role of Follower Self-Esteem in the Relationship Between Leader Psychopathy and Leader Self-Serving Behavior
Barelds, D. P. H., Wisse, B. M., Sanders, S., & Laurijssen, L. M. (2018) · Frontiers in Psychology · doi:10.3389/fpsyg.2018.01281 · Cited by 47
Exploring the mechanisms of influence of ethical leadership on employment relations
Jha, J. K., & Singh, M. (2019) · IIMB Management Review · doi:10.1016/j.iimb.2019.07.010 · Cited by 51
Ethical leadership, perceived organizational support and citizenship behaviors
Tan, L. P., Yap, C. S., Choong, Y. O., Choe, K.-L., Rungruang, P., & Li, Z. (2019) · Leadership & Organization Development Journal · doi:10.1108/lodj-04-2019-0160 · Cited by 54
The Impact of Moral Leadership on Construction Employees' Psychological Behaviors
Khan, A., Khan, N. A., & Soomro, M. A. (2020) · IEEE Transactions on Engineering Management · doi:10.1109/tem.2020.3020371 · Cited by 44
Don’t Pass Them By: Figuring the Sacred in Organizational Values Work
Espedal, G., & Carlsen, A. (2019) · Journal of Business Ethics · doi:10.1007/s10551-019-04266-w · Cited by 43
Workplace ethics culture and work engagement: The mediating effect of ethical leadership in a developing world context
Mitonga-Monga, J., Flotman, A.-P., & Cilliers, F. (2016) · Journal of Psychology in Africa · doi:10.1080/14330237.2016.1208928 · Cited by 55
Do as I Do: The Effect of Teachers’ Ethical Leadership on Business Students’ Academic Citizenship Behaviors
Arain, G. A., Sheikh, A., Hameed, I., & Asadullah, M. A. (2016) · Ethics & Behavior · doi:10.1080/10508422.2016.1272457 · Cited by 46
Supervisor-Subordinate (Dis)agreement on Ethical Leadership: An Investigation of its Antecedents and Relationship to Organizational Deviance
Kuenzi, M. L., Brown, M. E., Mayer, D. M., & Priesemuth, M. (2018) · Business Ethics Quarterly · doi:10.1017/beq.2018.14 · Cited by 42
Self-citation
The principled leadership scale: An integration of value-based leadership
Hendrikz, K., & Engelbrecht, A. S. (2019) · SA Journal of Industrial Psychology · doi:10.4102/sajip.v45i0.1553 · Cited by 58
The Combined Effect of Ethical Leadership, Moral Identity, and Organizational Identification on Workplace Behavior
O’Keefe, D. F., Peach, J. M., & Messervey, D. L. (2019) · Journal of Leadership Studies · doi:10.1002/jls.21638 · Cited by 42
The role of ethical leadership in enhancing exploitative and explorative learning simultaneously: what does it matter if employees view work as central?
Ali, M., Qu, Y., Shafique, S., Pham, N. T., & Usman, M. (2021) · Person-centered review · doi:10.1108/pr-12-2019-0708 · Cited by 38
Parenting the Successor: It Starts at Home and Leaves an Enduring Impact on the Family Business
Shanine, K. K., Madison, K., Combs, J. G., & Eddleston, K. A. (2022) · Entrepreneurship Theory and Practice · doi:10.1177/10422587221088772 · Cited by 49
Leaders’ Use of Moral Justifications Increases Policy Support
Zant, A. B. V., & Moore, D. A. (2015) · Psychological Science · doi:10.1177/0956797615572909 · Cited by 41
Blame the shepherd not the sheep: Imitating higher-ranking transgressors mitigates punishment for unethical behavior
Bauman, C. W., Tost, L. P., & Ong, M. (2016) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2016.08.006 · Cited by 41
How to improve organisational citizenship behaviour by combining ability, motivation and opportunity
Morales‐Sánchez, R., & Pasamar, S. (2019) · Employee Relations · doi:10.1108/er-04-2019-0169 · Cited by 41
Improving employee emotional and behavioral investments through the trickle-down effect of organizational inclusiveness and the role of moral supervisors
Rice, D. B., Young, N. C. J., & Sheridan, S. B. (2020) · Journal of Business and Psychology · doi:10.1007/s10869-019-09675-2 · Cited by 43
Ethical Leadership and Workplace Deviance: The Role of Moral Disengagement
Liu, Y., Lam, L. W. “., & Loi, R. (2012) · Advances in global leadership · doi:10.1108/s1535-1203(2012)0000007006 · Cited by 45
When leader–member exchange differentiation improves work group functioning: The combined roles of differentiation bases and reward interdependence
Han, J. H., Liao, H., Han, J., & Li, A. N. (2021) · Personnel Psychology · doi:10.1111/peps.12415 · Cited by 40
Paradoxical Leadership Behavior and Employee Creative Deviance: The Role of Paradox Mindset and Leader–Member Exchange
Yang, N., Chen, H., & Wang, X.-H. F. (2023) · Journal of Business and Psychology · doi:10.1007/s10869-023-09902-x · Cited by 43
Contextualizing Corruption: A Cross-Disciplinary Approach to Studying Corruption in Organizations
Pertiwi, K. (2018) · Administrative Sciences · doi:10.3390/admsci8020012 · Cited by 45
Predicting retail shrink from performance pressure, ethical leader behavior, and store‐level incivility
Jensen, J. M., Cole, M. S., & Rubin, R. S. (2019) · Journal of Organizational Behavior · doi:10.1002/job.2366 · Cited by 39
Leader-follower transgressions, relationship repair strategies and outcomes: A state-of-the-science review and a way forward
Epitropaki, O., Radulovic, A. B., Ete, Z., Thomas, G., & Martin, R. (2020) · The Leadership Quarterly · doi:10.1016/j.leaqua.2019.101376 · Cited by 42
How Appealing are Monetary Rewards in the Workplace? A Study of Ethical Leadership, Love of Money, Happiness, and Turnover Intention
Wang, Y.-D., & Yang, C. (2015) · Social Indicators Research · doi:10.1007/s11205-015-1160-x · Cited by 40
Improving workplace mental health: a training needs analysis to inform beyondblue 's online resource for leaders
Shann, C., Martin, A. J., & Chester, A. (2014) · Asia Pacific Journal of Human Resources · doi:10.1111/1744-7941.12032 · Cited by 45
Integrity
Noelliste, M. (2013) · Human Resource Development Review · doi:10.1177/1534484313492333 · Cited by 39
Promoting Ethical and Prosocial Behavior: The Combined Effect of Ethical Leadership and Coworker Ethicality
O’Keefe, D. F., Messervey, D. L., & Squires, E. C. (2017) · Ethics & Behavior · doi:10.1080/10508422.2017.1365607 · Cited by 45

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