Improving the “Leader–Follower” Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response
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Bibliographic InfoArticle provided by Springer in its journal Journal of Business Ethics.
Volume (Year): 99 (2011)
Issue (Month): 4 (April)
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Web page: http://www.springerlink.com/link.asp?id=100281
ethics; job response; leadership; “leader–follower” relationship; trickle-down effect;
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- Anne Davis & Hannah Rothstein, 2006. "The Effects of the Perceived Behavioral Integrity of Managers on Employee Attitudes: A Meta-analysis," Journal of Business Ethics, Springer, vol. 67(4), pages 407-419, September.
- JS Armstrong & Terry Overton, 2005. "Estimating Nonresponse Bias in Mail Surveys," General Economics and Teaching 0502044, EconWPA.
- Arménio Rego & Neuza Ribeiro & Miguel Cunha, 2010. "Perceptions of Organizational Virtuousness and Happiness as Predictors of Organizational Citizenship Behaviors," Journal of Business Ethics, Springer, vol. 93(2), pages 215-235, May.
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