Our literature review focuses on the emerging construct of ethical leadership and compares this construct with related concepts that share a common concern for a moral dimension of leadership (e.g., spiritual, authentic, and transformational leadership). Drawing broadly from the intersection of the ethics and leadership literatures, we offer propositions about the antecedents and outcomes of …
카테고리 글 보관함:행복DB
Neubert, M. J., Carlson, D. S., Kacmar, K. M., Roberts, J. A., & Chonko, L. B. (2009). The virtuous influence of ethical leadership behavior: Evidence from the field.
This study examines a moderated/mediated model of ethical leadership on follower job satisfaction and affective organizational commitment. We proposed that managers have the potential to be agents of virtue or vice within organizations. Specifically, through ethical leadership behavior we argued that managers can virtuously influence perceptions of ethical climate, which in turn will positively impact …
Ruiz, P., Ruiz, C., & Martínez, R. (2011). Improving the “leader–follower” relationship: Top manager or supervisor? The ethical leadership trickle-down effect on follower job response.
Since time immemorial, the phenomenon of leadership and its understanding has attracted the attention of the business world because of its important role in human groups. Nevertheless, for years efforts to understand this concept have only been centred on people in leadership roles, thus overlooking an important aspect in its understanding: the necessary moral dimension …
Piccolo, R. F., Greenbaum, R., Hartog, D. N. D., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31(2‐3), 259-278.
In the current study, we draw on the original job characteristics model (JCM) and on an elaborated model of work design to examine relationships between ethical leadership, task significance, job autonomy, effort, and job performance. We suggest that leaders with strong ethical commitments who regularly demonstrate ethically normative behavior can have an impact on the …
Algoe, S. B., & Haidt, J. (2009). Witnessing excellence in action: The ‘other-praising’emotions of elevation, gratitude, and admiration. The journal of positive psychology, 4(2), 105-127.
People are often profoundly moved by the virtue or skill of others, yet psychology has little to say about the ‘other-praising’ family of emotions. Here we demonstrate that emotions such as elevation, gratitude, and admiration differ from more commonly studied forms of positive affect (joy and amusement) in many ways, and from each other in …
Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705-717.
The authors summarize 35 years of empirical research on goal-setting theory. They describe the core findings of the theory, the mechanisms by which goals operate, moderators of goal effects, the relation of goals and satisfaction, and the role of goals as mediators of incentives. The external validity and practical significance of goal-setting theory are explained, …
Warren, D. E. (2003). Constructive and destructive deviance tn organizations. Academy of management Review, 28(4), 622-632.
There are two streams of research on deviance in the management literature, one on its positive effects and one on its negative effects. Although the underlying behavior is the same—a departure from norms—these two research streams remain separate. Here I review the literature, develop an integrative typology of deviance, and call for further advancements with …
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing.
Leaders should be a key source of ethical guidance for employees. Yet, little empirical research focuses on an ethical dimension of leadership. We propose social learning theory as a theoretical basis for understanding ethical leadership and offer a constitutive definition of the ethical leadership construct. In seven interlocking studies, we investigate the viability and importance …
Bright, D. S., Cameron, K. S., & Caza, A. (2006). The amplifying and buffering effects of virtuousness in downsized organizations. Journal of Business Ethics, 64(3), 249-269.
Virtuousness refers to the pursuit of the highest aspirations in the human condition. It is characterized by human impact, moral goodness, and unconditional societal betterment. Several writers have recently argued that corporations, in addition to being concerned with ethics, should also emphasize an ethos of virtuousness in corporate action. Virtuousness emphasizes actions that go beyond …
Cameron, K. S. (1994). Strategies for successful organizational downsizing. Human Resource Management, 33(2), 189-211.
This article reports the results of a study of 30 organizations that engaged in downsizing over a four‐year period. Three questions were investigated: (1) What general strategies are used by organizations to downsize? (2) What are the effects of downsizing on organizational performance? (3) What are downsizing’s “best practices?” or, What are the differences between …