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How Ethical Leadership Encourages Employee Voice Behavior in China: the Mediating Role of Organizational Harmony
16 references·4 citing·44 second hop
How Ethical Leadership Encourages Employee Voice Behavior in China: the Mediating Role of Organizational Harmony (2013)How Ethical Leadership Encourages Employe…Who Displays Ethical Leadership, and Why Does It Matter? An Examination of Antecedents and Consequences of Ethical Leadership (2012)Who Displays Ethical Leadersh…MORAL MATURATION AND MORAL CONATION: A CAPACITY APPROACH TO EXPLAINING MORAL THOUGHT AND ACTION. (2011)MORAL MATURATION AND MORAL CO…An Employment Systems Approach to Turnover: Human Resources Practices, Quits, Dismissals, and Performance (2011)An Employment Systems Approac…Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety. (2009)Leader personality traits and…Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination (2009)Individual Power Distance Ori…An Ambidexterity Perspective Toward Multinational Enterprises From Emerging Economies (2009)An Ambidexterity Perspective …An Examination of the Interface between Context and Theory Applied to the Study of Chinese Organizations (2008)An Examination of the Interfa…Cross-National, Cross-Cultural Organizational Behavior Research: Advances, Gaps, and Recommendations (2007)Cross-National, Cross-Cultura…Ethical leadership: A review and future directions (2006)Ethical leadership: A review …Ethical leadership: A social learning perspective for construct development and testing (2005)Ethical leadership: A social …Authentic leadership development: Getting to the root of positive forms of leadership (2005)Authentic leadership developm…Moderators of the Relationships Between Coworkers' Organizational Citizenship Behavior and Fellow Employees' Attitudes. (2004)Moderators of the Relationshi…Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs* (2003)Conceptualizing Employee Sile…Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Common method biases in behav…Direct and Indirect Effects in Linear Structural Equation Models (1987)Direct and Indirect Effects i…Social Foundations of Thought and Action : A Social Cognitive Theory (1985)Social Foundations of Thought…Whistleblowing and the ‘Person-Situation’ Conundrum: What Matters More? (2021)Whistleblowing and the ‘Perso…Supportive leadership and EVB (2019)Supportive leadership and EVBOrganizational Social Capital: Ties Between HRD, Employee Voice, and CEOs (2018)Organizational Social Capital…Moral Values Congruence and Miners’ Policy Following Behavior: The Role of Supervisor Morality (2016)Moral Values Congruence and M…Firm Resources and Sustained Competitive Advantage (1991)Self-Efficacy: The Exercise of Control (1999)Firm resources and sustained competitive advantage (2004)Leadership: Current Theories, Research, and Future Directions (2008)Servant Leadership: A Review and Synthesis (2010)Exchange and Power in Social Life. (1965)Social Learning Theory. (1978)How low does ethical leadership flow? 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References

  • 2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.81,863 cited
  • 1985Social Foundations of Thought and Action : A Social Cognitive Theory19,175 cited
  • 2005Authentic leadership development: Getting to the root of positive forms of leadership5,469 cited
  • 2005Ethical leadership: A social learning perspective for construct development and testing5,427 cited
  • 2006Ethical leadership: A review and future directions4,021 cited
  • 2003Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs*2,059 cited
  • 2009Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety.1,112 cited
  • 2012Who Displays Ethical Leadership, and Why Does It Matter? An Examination of Antecedents and Consequences of Ethical Leadership1,102 cited
  • 2009Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination1,092 cited
  • 2007Cross-National, Cross-Cultural Organizational Behavior Research: Advances, Gaps, and Recommendations980 cited
  • 1987Direct and Indirect Effects in Linear Structural Equation Models680 cited
  • 2008An Examination of the Interface between Context and Theory Applied to the Study of Chinese Organizations483 cited
  • 2004Moderators of the Relationships Between Coworkers' Organizational Citizenship Behavior and Fellow Employees' Attitudes.

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424 cited
  • 2009An Ambidexterity Perspective Toward Multinational Enterprises From Emerging Economies415 cited
  • 2011MORAL MATURATION AND MORAL CONATION: A CAPACITY APPROACH TO EXPLAINING MORAL THOUGHT AND ACTION.400 cited
  • 2011An Employment Systems Approach to Turnover: Human Resources Practices, Quits, Dismissals, and Performance356 cited
  • Cited by

    • 2018Organizational Social Capital: Ties Between HRD, Employee Voice, and CEOs25 cited
    • 2019Supportive leadership and EVB25 cited
    • 2021Whistleblowing and the ‘Person-Situation’ Conundrum: What Matters More?8 cited
    • 2016Moral Values Congruence and Miners’ Policy Following Behavior: The Role of Supervisor Morality6 cited