Creating an ethical organizational environment: The relationship between ethical leadership, ethical organizational climate, and unethical behavior
Open accessAbstract
The purpose of this research is to provide a richer lens on the ethical organizational environment by examining the relationship between ethical leadership and unit‐level unethical behavior through ethical organizational climate (EOC), with collective moral identity as a boundary condition. In testing our theoretical model, we first develop and validate a measure of EOC to address concerns with existing measures of ethical climate. Second, we examine the role of collective moral identity as a moderator of the relationship between EOC and unit unethical behavior. We discuss implications regarding the importance of developing a more comprehensive conceptualization of EOC.
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Ethical leadership is positively related to work attitudes and performance, as well as ethical and altruistic behaviors at both the individual and group levels.
“It is positively related to work attitudes and performance, as well as ethical and altruistic behaviors at both the individual level and group level (Bedi et al., 2016; Kuenzi et al., 2020; Walumbwa et al., 2017).”
From The evolution of leadership: Past insights, present trends, and future directions (2025) · cites this paper as Kuenzi et al., 2020
The Additional information section reports an indirect association between ethical leadership and lower unit unethical behavior, supporting the group-level ethical-behavior aspect. The Strengths, Limitations, and Future Directions section says the study focused on unethical behavior, identifies performance and prosocial behavior as outcomes for future research, and calls for individual-level outcomes to be examined. It therefore does not support the attributed claims about work attitudes, performance, altruistic behavior, or findings at both levels. (LLM, conf=0.90)
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Cited by
Sorted by citations
The evolution of leadership: Past insights, present trends, and future directions
Liden, R. C., Wang, X., & Wang, Y. (2025) · Journal of Business Research · doi:10.1016/j.jbusres.2024.115036 · Cited by 107 · see citing works
- Authors
- Kuenzi, M., Mayer, D. M., & Greenbaum, R. L.
- Affiliations
- Southern Methodist University (US)
- University of Michigan (US)
- Rutgers, The State University of New Jersey (US)
- Corresponding author
- Kuenzi, Maribeth
- Venue
- Personnel Psychology
- Publisher
- Wiley
- Published
- 2019-09-18
- Volume
- 73
- Issue
- 1
- Pages
- 43-71
- ISSN
- 0031-5826 (ISSN-L)
- 1744-6570
- OpenAlex
- W2970679351
- Cited by
- 300
- References
- 97
- Citations by year
- 2026: 49 · 2025: 67 · 2024: 58 · 2023: 46 · 2022: 31 · 2021: 31 · 2020: 16 · 2019: 2
- FWCI
- 23.65
- Type
- journal article
- Language
- en
- Open access
- bronze
- doi.org
- Locations
- Personnel Psychology (publishedVersion)
- Deep Blue (University of Michigan) (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
- Health Sciences › Health Professions › General Health Professions › Ethics in medical practice
- Keywords
- ethical leadership, unethical behavior, boundary conditions
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