Can a leader be seen as too ethical? The curvilinear effects of ethical leadership

Stouten, Jeroen; Dijke, Marius van; Mayer, David M.; Cremer, David De; Euwema, Martin

doi:10.1016/j.leaqua.2013.05.002

Cited by 139 publications

(121 citation statements)

References 44 publications

(50 reference statements)

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“…Leadership has been successfully manipulated using scenario/vignette methodology in several studies (e.g., Chen, Sharma, Edinger, Shapiro, & Farh, ; Nübold, Muck, & Maier, ; Stouten, van Dijke, Mayer, De Cremer, & Euwema, ; van Dierendonck, Stam, Boersma, de Windt, & Alkema, ). Since a couple of developed LMX manipulations (Omilion‐Hodges & Baker, ; Pelletier, ) were designed to be used with other media such as bogus feedback on survival tasks, videos, and bogus performance reports, it was necessary to develop an LMX manipulation for a scenario experiment.…”

Section: Studymentioning

confidence: 99%

Forgiveness in leader–member exchange relationships: Mediating and moderating mechanisms

Radulovic

Thomas

Epitropaki

et al. 2019

J Occupat & Organ Psyc

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Guided by the relationship science literature, we developed and tested a model of forgiveness in leader–member exchange (LMX) relationships across three independent studies. Study 1 utilized a sample of 254 employees from eight organizations located in four countries and showed that higher quality LMX led to higher job satisfaction and subjective well‐being via greater follower's forgiveness and subsequent follower's relational efforts. Building on Study 1, Study 2 (N = 95) adopted an experimental scenario design in order to examine the association between LMX and forgiveness as well as the moderating role of forgiveness climate. LMX was found to positively affect forgiveness, and forgiveness climate was found to be a significant moderator. Study 3 was a time‐lagged study that utilized a sample of 262 working professionals in the United States and provided support for our hypothesized model. Overall, our three studies cast light on forgiveness processes in LMX relationships and show that forgiveness can be used as a relationship maintenance strategy that yields positive outcomes. Practitioner points Managers and HR representatives should promote forgiveness via trainings and interventions in order to gain the positive outcomes of job satisfaction and subjective well‐being following interpersonal transgressions in organizations. Forgiveness climate can act as a contextual moderator that facilitates forgiveness in leader–follower relationships. Therefore, organizations should create environments that encourage forgiveness and relationship repair across all levels of their hierarchy.

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Section: Studymentioning

confidence: 99%

Forgiveness in leader–member exchange relationships: Mediating and moderating mechanisms

Radulovic

Thomas

Epitropaki

et al. 2019

J Occupat & Organ Psyc

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“…One study already indicates the negative consequences of pompousness. In their paper, “Can a leader be seen as too ethical?,” Stouten, van Dijke, Mayer, De Cremer, and Euwema () demonstrate the curvilinear effects of ethical leadership on organizational citizenship behavior. Their explanation for their findings is that employees consider leaders who are too ethical to be less attractive as role models.…”

Section: Applying Aristotle's Doctrine Of the Mean To The Cev Modelmentioning

confidence: 99%

When organizations are too good: Applying Aristotle's doctrine of the mean to the corporate ethical virtues model

Kaptein

2017

Business Ethics: A European Review

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Aristotle's doctrine of the mean states that a virtue is the mean state between two vices: a deficient and an excessive one. The Corporate Ethical Virtues (CEV) Model defines the mean and the corresponding deficient vice for each of its seven virtues. This paper defines for each of these virtues the corresponding excessive vice and explores why organizations characterized by these excessive vices increase the likelihood that their employees will behave unethically. The excessive vices are patronization, pompousness, lavishness, zealotry, overexposure, talkativeness, and oppressiveness.

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“…To the best of our knowledge, there are only three studies that have examined the role of ethical leadership (or related constructs) on creative outcomes despite the fact that research on ethical leadership is booming (e.g., Brown & Trevino, 2007;Mayer et al, 2012;Stouten, van Dijke & De Cremer, 2012;Stouten, van Dijke, Mayer, De Cremer & Eeuwema, 2013). Palanski and Vogelgesang (2011) conducted an online experiment and showed that followers' perceptions of leader's behavioral integrity positively predicted their intention to think creatively and to take risks via their sense of psychological safety.…”

Section: Ethical Leader Behaviorsmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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Further information on publisher's website:http://dx.doi.org/10. 1080/19416520.2015.1024502 Publisher's copyright statement:This is an Accepted Manuscript of an article published by Taylor Francis Group in The Academy of Management Annals on 27/02/2015, available online at: http://www.tandfonline.com/10. 1080/19416520.2015.1024502. Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractVarious streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as "creative leadership", "leading for creativity and innovation," and "managing creatives." In this article we review this dispersed body of knowledge and synthesize it under a global construct of creative leadership, which refers to leading others towards the attainment of a creative outcome.Under this unifying construct we classify three more narrow conceptualizations that we observe in the literature: facilitating employee creativity; directing the materialization of a leader's creative vision; and integrating heterogeneous creative contributions. After examining the contextual characteristics associated with the three conceptualizations, we suggest that they represent three distinct collaborative contexts of creative leadership. We discuss the theoretical implications of a multi-context framework of creative leadership, + The second and the third author contributed equally.

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Can a leader be seen as too ethical? The curvilinear effects of ethical leadership

Cited by 139 publications

References 44 publications

Forgiveness in leader–member exchange relationships: Mediating and moderating mechanisms

Forgiveness in leader–member exchange relationships: Mediating and moderating mechanisms

When organizations are too good: Applying Aristotle's doctrine of the mean to the corporate ethical virtues model

Creative Leadership: A Multi-Context Conceptualization

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