Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study

[1]  M. Buckley,et al.  This is war: How the politically astute achieve crimes of obedience through the use of moral disengagement , 2004 .

[2]  David G. Winter,et al.  Leader Appeal, Leader Performance, and the Motive Profiles of Leaders and Followers: A Study of American Presidents and Elections , 1987 .

[3]  P. Bliese.  Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. , 2000 .

[4]  Celeste P.M. Wilderom,et al.  Leader motives, charismatic leadership and subordinates' work attitude in the profit and voluntary sector , 2005 .

[5]  L. Fry.  TOWARD A THEORY OF ETHICAL AND SPIRITUAL WELL-BEING, AND CORPORATE SOCIAL RESPONSIBILITY THROUGH SPIRITUAL LEADERSHIP , 2005 .

[6]  S. Kozlowski,et al.  Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions , 2000 .

[7]  Bruce J. Avolio,et al.  “Can you see the real me?” A self-based model of authentic leader and follower development , 2005 .

[8]  Brian E. Becker,et al.  HIGH PERFORMANCE WORK SYSTEMS AND FIRM PERFORMANCE : A SYNTHESIS OF RESEARCH AND MANAGERIAL IMPLICATIONS , 1998 .

[9]  G. Yukl,et al.  Leadership in Organizations , 1981 .

[10]  A. Blasi,et al.  Moral cognition and moral action: A theoretical perspective☆ , 1983 .

[11]  M. Ashton,et al.  Honesty-humility, the big five, and the five-factor model. , 2005, Journal of personality.

[12]  D. Winter,et al.  Responsibility and the power motive in women and men , 1985 .

[13]  D. Winter.  An Exploratory Study of the Motives of Southern African Political Leaders Measured at a Distance , 1980 .

[14]  Nancy Eisenberg,et al.  The Development of Prosocial Behavior , 1984 .

[15]  R. N. Kanungo,et al.  Ethical dimensions of leadership , 1995 .

[16]  Bruce J. Avolio,et al.  The ethics of charismatic leadership: submission or liberation? , 1992 .

[17]  B. Bass.  Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications, 3rd ed. , 1990 .

[18]  Michael E. Brown,et al.  Ethical leadership: A social learning perspective for construct development and testing , 2005 .

[19]  R. J. House,et al.  Personality and Charisma in the U.S. Presidency: A Psychological Theory of Leader Effectiveness , 1991 .

[20]  R. N. Kanungo,et al.  Promoting altruism as a corporate goal , 1993 .

[21]  M. Mumford,et al.  Leading creative people: Orchestrating expertise and relationships , 2002 .

[22]  A. Ryan,et al.  Variance in faking across noncognitive measures. , 2000, The Journal of applied psychology.

[23]  Lawrence B. Chonko,et al.  Corporate Ethical Values and Organizational Commitment in Marketing , 1989 .

[24]  Eduardo Salas,et al.  The Effects of Democratic Leadership on Group Member Satisfaction , 2000 .

[25]  Jacob Cohen.  Statistical Power Analysis for the Behavioral Sciences , 1969, The SAGE Encyclopedia of Research Design.

[26]  D. Suar,et al.  A Scale to Assess Ethical Leadership of Indian Private and Public Sector Managers , 2004 .

[27]  N. B. Barenbaum.  Power motivation, responsibility, and conflict in divorcing parents. , 1987 .

[28]  D. Winter.  A motivational model of leadership: Predicting long-term management success from TAT measures of power motivation and responsibility , 1991 .

[29]  Julian Barling,et al.  Transformational leadership and moral reasoning. , 2002, The Journal of applied psychology.

[30]  D. Ferrin,et al.  Trust in leadership: meta-analytic findings and implications for research and practice. , 2002, The Journal of applied psychology.

[31]  Thomas L. Keon,et al.  Organizational attractiveness: an interactionist perspective , 1993 .

[32]  M. Hoffman.  11 – Development of Prosocial Motivation: Empathy and Guilt , 1982 .

[33]  John W. Fleenor,et al.  Personality and organizations: A test of the homogeneity of personality hypothesis. , 1998 .

[34]  Charles P. Smith.  Motivation and personality: Name Index , 1992 .

[35]  L. James.  Aggregation Bias in Estimates of Perceptual Agreement. , 1982 .

[36]  E. Aronson.  Integrating Leadership Styles and Ethical Perspectives , 2009 .

[37]  S. Guastello,et al.  Unresolved issues in honesty and integrity testing. , 1995 .

[38]  B. Williams,et al.  Responsibility , 2016, The Journal of Ethics.

[39]  D. Winter,et al.  Measuring the motives of Soviet leadership and Soviet society: Congruence reflected or congruence created? , 1998 .

[40]  B. Avolio,et al.  Should Leaders Be Selfish or Altruistic , 2004 .

[41]  D. D. Hartog,et al.  High performance work systems, organisational culture and firm effectiveness , 2004 .

[42]  Jeanne Dunning,et al.  Can You See The Real Me , 2005 .

[43]  B. Bass,et al.  Ethics, character, and authentic transformational leadership behavior , 1999 .

[44]  Laura Reave.  Spiritual values and practices related to leadership effectiveness , 2005 .

[45]  Terry L. Price.  The Ethics of Authentic Transformational Leadership , 2003 .

[46]  G. Johns.  The Essential Impact of Context on Organizational Behavior , 2006 .

[47]  Laura Pincus Hartman,et al.  A Qualitative Investigation of Perceived Executive Ethical Leadership: Perceptions from Inside and Outside the Executive Suite , 2003 .

[48]  J. Dutton,et al.  Positive Organizational Scholarship , 2007 .

[49]  Jane M. Howell.  Two faces of charisma: Socialized and personalized leadership in organizations. , 1988 .

[50]  P. Lachenbruch.  Statistical Power Analysis for the Behavioral Sciences (2nd ed.) , 1989 .

[51]  David Knoke,et al.  What Relevance Do Organization Theories Have for Voluntary Associations , 1984 .

[52]  Blake E. Ashforth,et al.  Petty Tyranny in Organizations , 1994 .

[53]  J. C. Wofford,et al.  Measuring motive imagery contained in the vision statement , 2002 .

[54]  Fred O. Walumbwa,et al.  Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors , 2004 .

[55]  R. J. House,et al.  The Social Scientific Study of Leadership: Quo Vadis? , 1997 .

[56]  J Hogan,et al.  What we know about leadership. Effectiveness and personality. , 1994, The American psychologist.

[57]  S. Gustafson,et al.  Perceived leader integrity scale: An instrument for assessing employee perceptions of leader integrity , 1998 .

[58]  R. J. House,et al.  Presidential effectiveness and the leadership motive profile. , 1991 .

[59]  B. Schneider.  THE PEOPLE MAKE THE PLACE , 1987 .

[60]  John M. Olin.  Authentic leadership and the narrative self , 2005 .

[61]  J. Fleiss,et al.  Intraclass correlations: uses in assessing rater reliability. , 1979, Psychological bulletin.

[62]  B. Tepper,et al.  Consequences of Abusive Supervision , 2000 .

[63]  Douglas R. May,et al.  Developing the Moral Component of Authentic Leadership , 2003 .

[64]  G. Spreitzer.  PSYCHOLOGICAL EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT, AND VALIDATION , 1995 .

[65]  C Peterson,et al.  The future of optimism. , 2000, The American psychologist.

[66]  P. Costa,et al.  Revised NEO Personality Inventory (NEO-PI-R) and NEO-Five-Factor Inventory (NEO-FFI) , 1992 .

[67]  William D. Berry.  Understanding regression assumptions , 1993 .

[68]  Joanne B. Ciulla.  Ethics, the Heart of Leadership , 1998 .

[69]  J. Wagner,et al.  Percept-Percept Inflation in Microorganizational Research: An Investigation of Prevalence and Effect , 1994 .

[70]  S. Vitell,et al.  The relationship between ethics and job satisfaction: An empirical investigation , 1990 .

[71]  P. Bentler,et al.  Cutoff criteria for fit indexes in covariance structure analysis : Conventional criteria versus new alternatives , 1999 .

[72]  J. Miner,et al.  Defining Voluntary Groups and Agencies Within Organization Science , 1991 .

[73]  F. Luthans.  The need for and meaning of positive organizational behavior , 2002 .

[74]  D. Winter.  Motivation and personality: Responsibility , 1992 .

[75]  Scott B. MacKenzie,et al.  Common method biases in behavioral research: a critical review of the literature and recommended remedies. , 2003, The Journal of applied psychology.

[76]  Chockalingam Viswesvaran,et al.  Meta-Analyses of Fakability Estimates: Implications for Personality Measurement , 1999 .

[77]  G. Alliger,et al.  Why integrity testing remains controversial. , 1995 .

[78]  J. Dutton,et al.  Positive organizational scholarship : foundations of a new discipline , 2003 .

[79]  S Finkelstein,et al.  Power in top management teams: dimensions, measurement, and validation. , 1992, Academy of Management journal. Academy of Management.

[80]  Kerrie L. Unsworth,et al.  Shopfloor innovation: Facilitating the suggestion and implementation of ideas , 2000 .

[81]  D. Cremer.  Affective and motivational consequences of leader self-sacrifice: The moderating effect of autocratic leadership , 2006 .

[82]  M. Guillen,et al.  The Ethical Dimension of Managerial Leadership Two Illustrative Case Studies in TQM , 2001 .

[83]  R. N. Kanungo,et al.  Ethical Values of Transactional and Transformational Leaders , 2009 .

[84]  Jane M. Howell,et al.  Personality and charismatic leadership , 1992 .

[85]  L. Fry.  Handbook of Workplace Spirituality and Organizational Performance , 2004 .

[86]  E. T. Cornelius,et al.  The power motive and managerial success in a professionally oriented service industry organization , 1984 .

[87]  R. A. Giacalone,et al.  Positive psychology in business ethics and corporate responsibility , 2005 .

[88]  D. Mcclelland.  Power: The Inner Experience , 1975 .

[89]  P. Dorfman,et al.  Leadership and Organizations: The GLOBE Study of 62 Societies , 2004 .

[90]  P. Dorfman,et al.  Culture Specific and Cross-Culturally Generalizable Implicit Leadership Theories: Are Attributes of Charismatic/Transformational Leadership Universally Endorsed? , 1998 .