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Developing trust with peers and leaders: Impacts on organizational identification and performance during entry

Academy of Management journal, 2013-08, Vol.56 (4), p.1148-1168

2013

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Transforming Followers' Value Internalization and Role Self-Efficacy: Dual Processes Promoting Performance and Peer Norm-Enforcement

Journal of applied psychology, 2016-02, Vol.101 (2), p.252-266

2016

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The Direct and Moderating Effects of Endogenous Corporate Social Responsibility on Firm Valuation: Theoretical and Empirical Evidence from the Global Financial Crisis

Journal of management studies, 2021-03, Vol.58 (2), p.421-456

2021

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Relationships between Authentic Leadership, Moral Courage, and Ethical and Pro-Social Behaviors

Business ethics quarterly, 2011-10, Vol.21 (4), p.555-578

2011

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The Moderated Influence of Ethical Leadership, Via Meaningful Work, on Followers' Engagement, Organizational Identification, and Envy

Journal of business ethics, 2017-09, Vol.145 (1), p.183-199

2017

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Not All Followers Socially Learn from Ethical Leaders: The Roles of Followers’ Moral Identity and Leader Identification in the Ethical Leadership Process

Journal of business ethics, 2021-05, Vol.170 (3), p.449-469

2021

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The Generation and Function of Moral Emotions in Teams: An Integrative Review

Journal of applied psychology, 2020-05, Vol.105 (5), p.433-452

2020

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The moral self: A review and integration of the literature

Journal of organizational behavior, 2015-02, Vol.36 (S1), p.S104-S168

2015

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Moral Identity Complexity: Situated Morality Within and Across Work and Social Roles

Journal of management, 2020-05, Vol.46 (5), p.726-757

2020

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A NEUROLOGICAL AND IDEOLOGICAL PERSPECTIVE OF ETHICAL LEADERSHIP

Academy of Management journal, 2017-08, Vol.60 (4), p.1285-1306

2017

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A framework for examining leadership in extreme contexts

The Leadership quarterly, 2009-12, Vol.20 (6), p.897-919

2009

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Debunking the false dichotomy of leadership idealism and pragmatism: Critical evaluation and support of newer genre leadership theories

Journal of organizational behavior, 2014-07, Vol.35 (5), p.598-621

2014

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EMBEDDING ETHICAL LEADERSHIP WITHIN AND ACROSS ORGANIZATION LEVELS

Academy of Management journal, 2012-10, Vol.55 (5), p.1053-1078

2012

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Best practice recommendations for scale construction in organizational research: The development and initial validation of the Character Strength Inventory (CSI)

Journal of organizational behavior, 2017-06, Vol.38 (5), p.615-628

2017

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The Role of Peer Respect in Linking Abusive Supervision to Follower Outcomes: Dual Moderation of Group Potency

Journal of applied psychology, 2016-02, Vol.101 (2), p.267-278

2016

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The Duty to Improve Oneself: How Duty Orientation Mediates the Relationship Between Ethical Leadership and Followers' Feedback-Seeking and Feedback-Avoiding Behavior

Journal of business ethics, 2020-09, Vol.165 (4), p.615-631

2020

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A meta-analytic review of leadership impact research: Experimental and quasi-experimental studies

The Leadership quarterly, 2009-10, Vol.20 (5), p.764-784

2009

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DIFFERENT HATS, DIFFERENT OBLIGATIONS: PLURAL OCCUPATIONAL IDENTITIES AND SITUATED MORAL JUDGMENTS

Academy of Management journal, 2012-12, Vol.55 (6), p.1316-1333

2012

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Staying after the storm: How transformational leadership relates to follower turnover intentions in extreme contexts

Journal of vocational behavior, 2017-10, Vol.102, p.72-85

2017

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Struggling to Meet the Bar: Occupational Progress Failure and Informal Leadership Behavior

Academy of Management journal, 2021-12, Vol.64 (6), p.1740-1762

2021

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Psychological and neurological predictors of abusive supervision

Personnel psychology, 2018-09, Vol.71 (3), p.399-421

2018

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The Psychological and Neurological Bases of Leader Self-Complexity and Effects on Adaptive Decision-Making

Journal of applied psychology, 2013-05, Vol.98 (3), p.393-411

2013

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Leader development and the dark side of personality

The Leadership quarterly, 2011-06, Vol.22 (3), p.495-509

2011

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A multilevel approach to building and leading learning organizations

The Leadership quarterly, 2009-02, Vol.20 (1), p.34-48

2009

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Bolstering Managers' Resistance to Temptation via the Firm's Commitment to Corporate Social Responsibility

Journal of business ethics, 2019-06, Vol.157 (2), p.303-318

2019

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Developing trust with peers and leaders: Impacts on organizational identification and performance during entry

Transforming Followers' Value Internalization and Role Self-Efficacy: Dual Processes Promoting Performance and Peer Norm-Enforcement

The Direct and Moderating Effects of Endogenous Corporate Social Responsibility on Firm Valuation: Theoretical and Empirical Evidence from the Global Financial Crisis

Relationships between Authentic Leadership, Moral Courage, and Ethical and Pro-Social Behaviors

The Moderated Influence of Ethical Leadership, Via Meaningful Work, on Followers' Engagement, Organizational Identification, and Envy

Not All Followers Socially Learn from Ethical Leaders: The Roles of Followers’ Moral Identity and Leader Identification in the Ethical Leadership Process

The Generation and Function of Moral Emotions in Teams: An Integrative Review

The moral self: A review and integration of the literature

Moral Identity Complexity: Situated Morality Within and Across Work and Social Roles

A NEUROLOGICAL AND IDEOLOGICAL PERSPECTIVE OF ETHICAL LEADERSHIP

A framework for examining leadership in extreme contexts

Debunking the false dichotomy of leadership idealism and pragmatism: Critical evaluation and support of newer genre leadership theories

EMBEDDING ETHICAL LEADERSHIP WITHIN AND ACROSS ORGANIZATION LEVELS

Best practice recommendations for scale construction in organizational research: The development and initial validation of the Character Strength Inventory (CSI)

The Role of Peer Respect in Linking Abusive Supervision to Follower Outcomes: Dual Moderation of Group Potency

The Duty to Improve Oneself: How Duty Orientation Mediates the Relationship Between Ethical Leadership and Followers' Feedback-Seeking and Feedback-Avoiding Behavior

A meta-analytic review of leadership impact research: Experimental and quasi-experimental studies

DIFFERENT HATS, DIFFERENT OBLIGATIONS: PLURAL OCCUPATIONAL IDENTITIES AND SITUATED MORAL JUDGMENTS

Staying after the storm: How transformational leadership relates to follower turnover intentions in extreme contexts

Struggling to Meet the Bar: Occupational Progress Failure and Informal Leadership Behavior

Psychological and neurological predictors of abusive supervision

The Psychological and Neurological Bases of Leader Self-Complexity and Effects on Adaptive Decision-Making

Leader development and the dark side of personality

A multilevel approach to building and leading learning organizations

Bolstering Managers' Resistance to Temptation via the Firm's Commitment to Corporate Social Responsibility

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