Improving the “Leader–Follower” Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response
AbstractNo abstract is available for this item.
Download InfoIf you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
Bibliographic InfoArticle provided by Springer in its journal Journal of Business Ethics.
Volume (Year): 99 (2011)
Issue (Month): 4 (April)
Contact details of provider:
Web page: http://www.springerlink.com/link.asp?id=100281
ethics; job response; leadership; “leader–follower” relationship; trickle-down effect;
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- 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.
- 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.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Guenther Eichhorn) or (Christopher F. Baum).
If references are entirely missing, you can add them using this form.