Escolar Documentos
Profissional Documentos
Cultura Documentos
DOI 10.1007/s10551-013-1950-5
Received: 22 March 2013 / Accepted: 29 October 2013 / Published online: 9 November 2013
Springer Science+Business Media Dordrecht 2013
O. Demirtas (&)
2nd Air Supply and Maintenance Center Command, Turkish Air
Force, Kayseri, Turkey
e-mail: ozgurdemirtas@hvkk.tsk.tr
Introduction
Business ethics has become rather more fashionable among
academics, practitioners, regulators and governments
(Manz et al. 2008; Mehta 2003) due to the corporate
scandals such as Enron, and National Irish Bank. The
world has seen that there are unethical leaders who seek to
fulfill their personal desires at the expense of their organizations (Padilla et al. 2007; Schaubroeck et al. 2007).
Trevino and Brown (2004) argued that unethical behavior
has existed ever since the existence of human beings. Also,
there have been ethical and unethical leaders since the
beginning of civilization.
Ethics is partly linked to leadership for managers and
academic researchers. In order to achieve effective and
successful working environment over the long term, leadership ought to have an ethical frame. As a role model in
their organizations (Grojean et al. 2004), leaders must
display the highest moral behavior in their actions to provide a moral framework. There are a lot of studies on
ethical conduct that emphasize the importance of ethics for
leaders (Harris 1990; Ozgener 2009). In accordance with
global trend, a vast amount of ethics researches have
focused on ethical leadership as a critical antecedent of
organizational outcomes.
Ethical leadership refers to the actions, talks, and other
behaviors which consist of appropriate norms. Also, it can
be defined as the demonstration of normatively appropriate
conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers
123
274
O. Demirtas
Work
Engagement
Organizational
Justice
Ethical
Leadership
Ethical Ideology
Organizational
Misbehavior
123
275
123
276
perception increases the managers influence and their status as a moral authority (Brown et al. 2005; Roberson and
Colquitt 2005; Sara De Gieter et al. 2012). Thus,
Hypothesis 1 Ethical leadership is positively related with
perceptions of organizational justice.
Moderation: Ethical Ideology
There are different taxonomies to describe individual differences in moral thought and underly ethical framework
(Forsyth 1980; Kohlberg 1984; Bateman et al. 2012). In
this study, ethical ideology variable, which based on Forsyths (1980) ethical ideology taxonomy, is used. In this
taxonomy, individuals ethical ideologies were categorized
as four mutually exclusive groups. The first is the extent to
which the individual rejects universal moral rules in favor
of relativism that represents a moral philosophy based on
skepticism. Relativistic individuals feel that moral actions
depend on the nature of the circumstance more than ethical
principles, norms, or laws. The second major dimension
which underlines individual variations in moral judgments
focuses on idealism, which represents the philosophy of
hurting others is always avoidable, and that hurt is almost
never necessary to produce good. When these two dimensions are dichotomized and crossed as high and low, they
yield 2*2 classification of ethical ideologies (Forsyth
1980). Extremely high scores on both dimensions are
labeled situationists, because their rejection of fundamental
principles combined with a desire to achieve positive
consequences promotes a careful weighing of situational
information in arriving at moral judgments. Absolutists are
low in terms of relativism but high in idealism, so they
prefer actions that yield positive consequences through
conformity to moral absolutes. Subjectivists are high in
terms of relativism but low in idealism. Vitell et al. (1991)
called this group of individuals Machiavellian in their
study. Forsyth (1980) himself characterized subjectivists as
ethical egoists. As Machiavellian people mostly do, subjectivists tend to maximize personal gains, rather than
societal gains, when they make moral decisions. Exceptionists who try to maximize social welfare score, are
low on both dimensions; therefore, they believe that
moral rules should guide behavior but that actions which
cause some negative consequences should not necessarily
condemned.
The relationship between ethical leadership and ethical
ideologies is still complicated. This confusion usually
causes gaps in researches since it is not explained how the
relationship between the two is related. There are so few
studies about the relationship with ethical leadership and
ethical ideology. Farrell et al. (2007) and Lofton et al.
(2007) examined ethics and ethical leadership with the help
123
O. Demirtas
277
Method
Sample
One thousand employees in a public firm, which is operating in aviation logistics in Turkey from 1926, were randomly selected to participate in. For our purposes,
participants were selected through stratified sampling on
the basis of their department size and type. Also, participants were required to work fulltime, within an organization, and have direct and frequent contact with their
manager. For this study, two surveys administered 3 weeks
apart to reduce the influence of common method variance
(CMV). Of employee who responded, 418 provided usable
123
278
O. Demirtas
Empirical Results
Minimization of Common Method Variance
Ethical Ideology
Initial Analyses
Ethical Leadership
Ethical leadership scale (ELS), which was developed by
Brown et al. (2005) is used in this study. The scale consists
of 10 items. An example item is, My supervisor makes
fair and balanced decisions. The Cronbachs alpha for this
scale was 0.95.
Organizational Justice
Work Engagement
The Utrecht Work Engagement Scale which developed by
(Schaufeli et al. 2002) is used. The scale consist of 17
items. An example item is, I find the work that I do full of
123
279
evidence that the variance shared between any two constructs is less than the average variance. Thus, all the scales
used in this study demonstrate discriminant validity.
Hypotheses Testing
Hypothesis 1
Firstly, the mediator variable (organizational justice) on the
independent variable (ethical leadership) was regressed. As
shown in Table 2, the beta weight for ethical leadership
was significant and in the predicted direction. Thus,
Hypothesis 1 regarding the positive relationship between
ethical leadership and organizational justice was supported,
and the first requirement for mediation was satisfied.
Hypothesis 2a and 2b
Hypothesis 2a put forth the moderating effect of idealist
ehical ideology on the ethical leadership-to-organizational
justice relationship. First, idealist ethical ideology and
ethical leadership scales were centered to help alleviate
multicollinearity (Aiken and West 1991). Then, regression
analyses for moderation was obtained with hierarchical
regression analysis method. As shown in Table 3, the
Mean
SD
1. Ethical leadership
3.36
0.93
0.83
-0.33**
0.71
0.82
2. Organizational justice
3.19
0.90
0.61**
0.81
3. Idealist ideology
3.41
0.91
0.49**
0.43**
4. Relativist ideology
2.85
1.36
-0.41*
-0.35*
-0.48**
0.82
5. Work engagement
6. Organizational misbehavior
3.30
3.11
0.96
0.90
0.49**
-0.55**
0.51**
-0.45**
0.43**
-0.43*
0.41**
0.63**
0.81
n = 418, * p \ 0.05, ** p \ 0.01. Values on the diagonal are the square root of the average variance explained which must be larger than all
zero-order correlations in the row and column in which they appear to demonstrate discriminant validity (Fornell and Larcker 1981)
Table 2 Regression analyses for mediation
DV: work engagement
Step 1
IV-Med
(b)
Step 2
IVDV
(b)
Step 3
IV/MedDV
(b)
Step 2
IVDV
(b)
Step 3
IV/MedDV
(b)
0.612**
0.507**
0.165**
-0.548**
-0.341**
Adjusted R2
0.23
0.21
F change
179.43**
61.12**
Independent variable
Ethical leadership
Mediator
Organizational justice
0.478**
-0.643**
0.17
576.19**
89.53**
73.13**
123
280
O. Demirtas
DV: organizational
justice (b)
Model 1
0.612**
Adjusted R2
DR2
F change
0.23
0.22
102.07**
169.09**
0.498**
0.303**
0.29
0.21
0.232**
0.28
0.14
98.54**
n = 418, * p \ 0.05,
** p \ 0.01
Organizational Justice
89.09**
0.386**
-0.391**
0.19
0.17
-0.156**
0.21
0.11
103.21**
7
6
5
4
3
2
1
0
Ethical Leadership
Idealist Ethical Ideology (Low)
Organizational Justice
5
4
3
2
1
0
Ethical Leadership
Relativist Ethical Ideology (Low)
organizational justice is used. First, the independent variable should be significantly related to the mediator variable; second, the independent variable should be related to
the dependent variable; and third, the mediating variable
should be related to the dependent variable with the independent variable included in the equation. If the first three
conditions hold, then at least partial mediation is present. If
the independent variable has a non-significant beta weight
in the third step, then complete mediation is present
(MacKinnon et al. 2002). The results, shown in Table 2,
123
Sobel Test
Finally, to confirm support for mediational hypotheses,
Sobel tests were used to assess the significance of the
indirect effects (MacKinnon 2008; Sobel 1982). Sobel tests
involve calculating the magnitude of the unstandardized
indirect effect (a and b) and its accompanying standard
error (sa and sb). The ratio of the indirect effect over its
standard error, referred to as the Sobel statistic, is then
compared to a z-distribution to determine the statistical
significance of the indirect effect. Supporting Hypothesis
3a, the Sobel test results indicated that the indirect effects
of ethical leadership on work engagement for organizational justice (z = (a 9 b)/sab = -6.75 for 95 % confidence level) was in the anticipated direction and
statistically significant. Supporting hypotheses 3b, the Sobel test results indicated that the indirect effect of ethical
leadership to organizational misbehavior (z = 2.27 for
95 % confidence level) was in the anticipated direction and
statistically significant.
Conclusion
In conclusion, this study investigated the ethical leadership
influence on individual behavior. Ethical leadership
behavior directly and indirectly, through shaping organizational justice, impacted individuals work engagement
281
References
Adams, J. S. (1963). Toward an understanding of inequity. Journal of
Abnormal and Social Psychology, 67, 422436.
Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and
interpreting interactions. Newbury Park, CA: Sage.
Alias, M., Rasdi, R. M., Ismail, M., & Smah, B. A. (2012). Predictor
of workplace deviant behavior: HRD agenda for Malaysian
support personnel. European Journal of Training and Development, 37, 120.
Ambrose, M., Hess, R. L., & Ganesan, S. (2007). The relationship
between justice and attitudes: An examination of justice effects
on event and system-related attitudes. Organizational Behavior
and Human Decision Processes, 103, 2136.
Ambrose, M. L., & Schminke, M. (2009). The role of overall justice
judgments in organizational justice research: A test of mediation.
Journal of Applied Psychology, 94(2), 491500.
Ambrose, M. L., Seabright, M. A., & Schiminke, M. (2002). Sabotage
in the workplace: The role of organizational injustice. Organizational Behavior and Human Decision Processes, 89, 965974.
Analoui, F., & Kakabadse, A. (1992). Unconventional practices at
work: Insight and analysis through participant observation.
Journal of Managerial Psychology, 7, 331.
Angelidis, J., & Nabil, A. I. (2011). The impact of emotional
intelligence on the ethical judgment of managers. Journal of
Business Ethics, 99(1), 111119.
Aquino, K., Lewis, M. U., & Bradfield, M. (1999). Justice constructs,
negative affectivity, and employee deviance: A proposed model
and empirical test. Journal of Organizational Behavior, 20,
10731091.
Avey, J. B., Wernsing, T. S., & Palanski, M. E. (2012). Exploring the
process of ethical leadership: The mediating role of employee
voice and psychological ownership. Journal of Business Ethics,.
doi:10.1007/s10551-012-1298-2.
Bakker, A. B., Demerouti, E., & Verbeke, W. (2004). Using the job
demands-resources model to predict burnout and performance.
Human Resource Management, 43(1), 83104.
Bakker, A. B., Hakanen, J. J., Demerouti, E., & Xanthopoulou, D.
(2007). Job resources boost work engagement, particularly when
job demands are high. Journal of Education Psychology, 99,
274284.
123
282
Bandura, A. (1986). Social foundations of thought and action.
Englewood Cliffs, NJ: Prentice-Hall.
Baron, R. M., & Kenny, D. A. (1986). The moderatormediator
variable distinction in social psychological research: Conceptual,
strategic, and statistical considerations. Journal of Personality
and Social Psychology, 51, 11731182.
Bateman, C. R., Valentine, S., & Rittenburg, T. (2012). Ethical
decision making in a peer-to-peer file sharing situation: The role
of moral absolutes and social consensus. Journal of Business
Ethics,. doi:10.1007/s10551-012-1388-1.
Beekun, R. I., Hamdy, J. R., Westerman, H. W., & HassabElnaby, R.
(2008). An exploration of ethical decision making processes in
the USA and Egypt. Journal of Business Ethics, 82(3), 587605.
Bennett, R. J., & Robinson, S. L. (2000). Development of measure
of workplace deviance. Journal of Applied Psychology, 85,
349360.
Bies, R. (2001). Interactional (in) justice: The sacred and the profane.
In J. Greenberg & R. Cronpanzano (Eds.), Advances in
organizational justice (pp. 89118). Stanford, CA: Stanford
University Press.
Bies, R. J., & Moag, J. S. (1986). Interactional justice: Communication criteria of fairness. In R. J. Lewicki, B. H. Sheppard, & M.
H. Bazerman (Eds.), Research on negotiations in organizations,
Vol. 1 (pp. 4355). Greenwich, CT: JAI Press.
Brown, M. E., & Trevino, L. K. (2006). Ethical leadership: A review
and future directions. The Leadership Quarterly, 17, 595616.
Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical
leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision
Processes, 97, 117134.
Butler, L. S. (2009). Ethical perspectives and leadership practices in
the two year colleges of South Carolina. A dissertation presented
at Graduate School of Clemson University.
Chen, C. F., & Kao, Y. L. (2012). Moderating effects of work
engagement and job tenure on burnoutperformance among
flight attendants. Journal of Air Transport Management, 25,
6163.
Clarkson, M. B. E. (1991). The moral dimension of corporate social
responsibility. In R. M. Coughlin (Ed.), Morality, rationality,
arid efficiency: New perspectives on socioeconomics. Armonk,
NY: M.E. Sharpe Inc.
Cohen-Charash, Y., & Spector, P. E. (2001). The role of justice in
organizations: A meta-analysis. Organizational Behavior and
Human Decision Processes, 86(2), 278321.
Colquitt, J. A. (2001). On the dimensionality of organizational justice:
A construct validation of a measure. Journal of Applied
Psychology, 86(3), 386400.
Cropanzano, R., Bowen, D. E., & Gilliland, S. W. (2007). The
management of organizational justice. Academy of Management
Perspectives, 21(4), 3448.
Cropanzano, R., Byrne, Z. S., Bobocel, D. R., & Rupp, D. R. (2001).
Moral virtues, fairness heuristics, social entities, and other
denizens of organizational justice. Journal of Vocational
Behavior, 58, 164209.
Cropanzano, R., & Greenberg, J. (1997). Progress in organizational
justice: Tunneling through the maze. In C. L. Cooper & I.
T. Robertson (Eds.), International review of industrial and
organizational psychology, Vol. 12 (pp. 317372). New York:
Wiley.
Cropanzano, R., Prehar, C. A., & Chen, P. Y. (2002). Using social
exchange theory to distinguish procedural from interactional
justice. Group & Organization Management, 27, 324351.
Csikszentmihalyi, M. (1997). Finding flow: The psychology of
engagement with everyday life. New York: Harper Collins.
De Gieter, Sara., De Cooman, Rein., Hofmans, Joeri., Pepermans,
Roland., & Jegers, Marc. (2012). Pay-level satisfaction and
123
O. Demirtas
psychological reward satisfaction as mediators of the organizational justiceturnover intention relationship. International Studies of Management and Organization, 42(1), 5067.
De Hoogh, A. H. B., & Den Dartog, D. N. (2008). Ethical and
despotic leadership, relationships with leaders social responsibility, top management team effectiveness and subordinates
optimism: A multi-method study. The Leadership Quarterly, 19,
297311.
Den Hartog, D. N., & Belschak, F. D. (2012). Work engagement and
Machiavellianism in the ethical leadership process. Journal of
Business Ethics, 107, 3547.
Den Hartog, D. N., House, R. J., Hanges, P. J., Ruiz-Quintanilla, S.
A., Dorfman, P. W., et al. (1999). Culturally specific and crossculturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally
endorsed? The Leadership Quarterly, 10, 219256.
Dickson, M. W., Smith, D. B., Grojean, M. W., & Ehrhart, M. (2001).
An organizational climate regarding ethics: The outcome of
leader values and the practices that reflect them. The Leadership
Quarterly, 12, 197218.
Dikeman, R. (2007). Leadership practices and leadership ethics of
North Carolina Community College Presidents, Unpublished
Doctoral Dissertation, East Carolina University, Greenville.
Emery, C. R., & Barker, K. J. (2007). The effect of transactional and
transformational leadership styles on the organizational commitment and job satisfaction of customer contact personnel.
Journal of Organizational Culture, Communications and Conflict, 11(1), 7790.
Eubanks, D. L., Brown, A. D., & Ybema, S. (2012). Leadership,
identity, and ethics. Journal of Business Ethics, 107(1), 13.
Farrell, C., Carraher, S. M., Sadler, T., & Cammack, S. E. (2007).
Ethics and leadership among young American nascent entrepreneurs. Proceedings of the Academy of Entrepreneurship, 13(2),
311.
Folger, R., & Cropanzano, R. (1998). Organizational justice and
human resources management. Thousand Oaks, CA: Sage.
Folger, R., & Cropanzano, R. (2001). Fairness theory: Justice as
accountability. In J. Greenberg & R. Cropanzano (Eds.),
Advances in organizational justice, Vol. 1 (pp. 155). Stanford,
CA: Stanford University Press.
Fornell, C., & Larcker, D. (1981). Evaluating structural equation
models with unobservable variables and measurement error.
Journal of Marketing Research, 28, 3950.
Forsyth, D. R. (1980). A taxonomy of ethical ideologies. Journal of
Personality and Social Psychology, 39(1), 175184.
Giacalone, R. A., & Greenberg, J. (1997). Antisocial behavior in
organizations. Thousand Oaks, CA: Sage.
Gilliand, W. S., Steiner, D. D., & Skarlicki, D. P. (2002). Emerging
perspectives on managing organizational justice. Greenwich,
CT: Age Publishing.
Greenberg, J. (1990). Organizational justice: Yesterday, today and
tomorrow. Journal of Management, 16, 399432.
Greenberg, J. (1993). Stealing in the name of justice: Informational
and interpersonal moderators of theft reactions to underpayment
inequity. Organizational Behavior and Human Decision Processes, 54, 81103.
Greenberg, J. (2011). Organizational justice: The dynamics of
fairness in the workplace. APA Handbook of Industrial and
Organizational Psychology, 3, 271327.
Grojean, M. W., Resick, C. J., Dickson, M. W., & Smith, D. B.
(2004). Leaders, values, and organizational climate: Examining
leadership strategies for establishing an organizational climate
regarding ethics. Journal of Business Ethics, 55(3), 223241.
Hakanen, J., Bakker, A. B., & Schaufeli, W. B. (2006). Burnout and
work engagement among teachers. Journal of School Psychology, 43, 495513.
283
Lofton, J., Carraher, S. M., Sadler, T., & Cammack, S. (2007). Ethics
among German entrepreneurs: What is important for good
leaders. Proceedings of the Academy of Entrepreneurship, 13(2),
3143.
MacKinnon, D. P. (2008). Introduction to statistical mediation
analysis. Mahwah, NJ: Erlbaum.
MacKinnon, D. P., Lockwood, C. M., Hoffman, J. M., West, S. G., &
Sheets, V. (2002). A comparison of methods to test mediation and
other intervening variable effect. Psychological Methods, 7, 83104.
Manz, C. C., Anand, V., Joshi, M., & Manz, K. P. (2008). Emerging
paradoxes in executive leadership: A theoretical interpretation of
the tensions between corruption and virtuous values. The
Leadership Quarterly, 19, 385392.
Mayer, D. M., Aquino, Karl., Greenbaum, R. L., & Kuenzi, M.
(2012). Who displays ethical leadership, and why does it matter?
An examination of antecedents and consequences of ethical
leadership. Academy of Management Journal, 55(1), 151171.
McGregor, D. (1960). The human side of enterprise. New York:
McGraw-Hill.
Mehta, S. (2003). MCI: Is being good good enough? Fortune, 27,
117124.
Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace:
Theory, research, and application. Thousand Oaks: Sage.
Moorman, R. H., Blakely, G. L., & Niehoff, B. P. (1998). Does
perceived organizational support mediate the relationship
between procedural justice and organizational citizenship behavior? Academy of Management Journal, 41, 351357.
Nahm, A. Y., Vonderembse, M. A., & ve Koufteros, X. A. (2003).
The impact of organizational structure on time-based manufacturing and plant performance. Journal of Operations Management, 21(3), 281306.
Northouse, P. G. (2004). Leadership: Theory and practise (3rd ed.).
Thousand Oaks, CA: Sage.
Ozgener, S. (2009). Is Ahlaknn Temelleri: Yonetsel Bir Yaklas m.
Ankara: Nobel Yayn Dagtm.
Padilla, A., Hogan, R., & Kaiser, R. B. (2007). The toxic triangle:
Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly, 18, 176194.
Pillai, R., Schriesheim, C. A., & Williams, E. S. (1999). Fairness
perceptions and trust as mediators for transformational and
transactional leadership: A two-sample study. Journal of Management, 25, 897933.
Podsakoff, P. M., MacKenzie, S. B., Lee, Y., & Podsakoff, N. P.
(2003). Common method biases in behavioral research: A
critical review of the literature and recommended remedies. The
Journal of Applied Psychology, 88, 879903.
Posner, B. Z., & Schmidt, W. H. (1992). Values and the American
manager: An update updated. California Management Review,
34, 8094.
Puffer, S. M. (1987). Prosocial behavior, noncompliant behavior, and
work performance among commission sales people. Journal of
Applied Psychology, 72, 621625.
Resick, C. J., Hanges, P. J., Dickson, M. W., & Mitchelson, J. K.
(2006). A cross-cultural examination of the endorsement of
ethical leadership. Journal of Business Ethics, 63(4), 345359.
Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective
commitment to the organization: The contribution of perceived
organizational support. Journal of Applied Psychology, 86,
825836.
Roberson, Q. M., & Colquitt, J. A. (2005). Shared and configural
justice: A social network model of justice in teams. Academy of
Management Review, 30, 595607.
Robinson, S. L., & Bennett, R. J. (1995). A Typology of deviant
workplace behaviors: A multidimensional scaling study. Academy of Management Journal, 38, 555572.
123
284
Robinson, S. L., & Greenberg, J. (1998). Employees behaving badly:
Dimensions, determinants and dilemmas in the study of workplace deviance. In C. L. Cooper & D. M. Rousseau (Eds.),
Trends in organizational behavior, Vol. 5. New York: Wiley.
Rupp, D. E., & Cropanzano, R. (2002). The mediating effects of
social exchange relationships in predicting workplace outcomes
from multifoci organizational justice. Organizational Behavior
and Human Decision Processes, 89(1), 925946.
Sackett, P. R. & DeVore, C. J. (2001). Counterproductive behaviors at
work. In N. Anderson, D. S. Ones, H. K. Sinangil & C.
Visswesvaran (Eds.), Handbook of industrial, work and organizational psychology (Cilt 1, s. 145164). London: Sage.
Saks, A. M. (2006). Antecedents and consequences of employee
engagement. Journal of Managerial Psychology, 21, 600619.
Schaubroeck, J., Walumbwa, F. O., Ganster, D. C., & Kepes, S.
(2007). Destructive leader traits and the neutralizing influence of
an Enriched job. The Leadership Quarterly, 18, 236251.
Schaufeli, W. B., Martinez, I. M., Marques-Pinto, A., Salanova, &
Bakker, A. B. (2002). Burnout and engagement in university
students: A cross-national study. Journal of Cross-Cultural
Psychology, 33, 464481.
Schaufeli, W. B. & Salanova, M. (2006). Work engagement: An
emerging psychological concept and its implications for organizations. In S. W. Gilliland, D. D. Steiner & D. P. Skarlicki
(Eds.), Research in social issues in management, Vol. 5.
Managing social and ethical issues in organizations. Greenwich,
CT: Information Age Publishers.
Sirota, D., Mischkin, L., & Meltzer, M. I. (2005). The enthusiastic
employee: How employees profit by giving employees what they
want. Philadelphia, PA: Wharton School Publishing.
Skarlicki, D. P., & Folger, R. (1997). Retaliation in the workplace:
The roles of distributive, procedural and interactional justice.
Journal of Applied Psychology, 82, 434443.
Sobel, M. E. (1982). Asymptotic intervals for indirect effects in
structural equations models. In S. Leinhart (Ed.), Sociological
methodology. San Francisco: Jossey-Bass.
Steensma, H., & Visser, E. (2007). Procedural justice and supervisors
personal power bases: Effects on employees perceptions of
performance appraisal sessions, commitment, and motivation.
Journal of Collective Negotiations, 31(2), 101118.
123
O. Demirtas
Stone, E. F., & Hollenbeck, J. R. (1989). Clarifying some controversial issues surrounding statistical procedures for detecting
moderator variables: Empirical evidence and related matters.
The Journal of Applied Psychology, 74(1), 310.
Trevino, L. K., & Brown, M. E. (2004). Managing to be ethical:
Debunking five business ethics myths. Academy of Management
Executive, 18, 6981.
Trevino, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative
investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human
Relations, 55, 537.
Trevino, L. K., Hartman, L. P., & Brown, M. (2000). Moral person
and moral manager: How executives develop a reputation for
ethical leadership. California Management Review, 42, 128142.
Trevino, L. K., & Weaver, G. R. (2001). Organizational justice and
ethics program follow-through: Influences on employees
harmful and helpful behavior. Business Ethics Quarterly, 11(4),
651671.
VanYperen, W. N., Hagedoorn, M., Zweers, M., & Postma, S. (2000).
Injustice and employees destructive responses: The mediating
role of state negative affect. Social Justice Research, 13(3),
291312.
Vardi, Y. & Y. Wiener. (1992). Organizational misbehavior (OMB):
A calculative-normative model. A paper presented at the
Academy of Management Meetings, Miami, FL.
Vardi, Y. (2001). The effects of organizational and ethical climates on
misconduct at work. Journal of Business Ethics, 29, 325337.
Vardi, Y. & Weitz, E. (2001). Lead them not into temptation: Job
autonomy as an antecedent of organizational misbehavior. A
paper presented at the Academy of Management Meeting,
Washington, DC.
Vitell, S. J., Lumpkin, J. R., & Rawwas, M. Y. A. (1991). Consumer
ethics: An investigation of the ethical beliefs of elderly
consumers. Journal of Business Ethics, 10(5), 365375.
Ybema, S. (2010). Talk of change: Temporal contrasts and collective
identities. Organization Studies, 31(4), 481503.
Yukl, G. A. (2002). Leadership in organizations (5th ed.). Englewood
Cliffs, NJ: Prentice Hall.