David M. Mayer

TL;DR: This article examined the relationship between top management and supervisory ethical leadership and group-level outcomes (e.g., deviance, OCB) and suggested that ethical leadership flows from one organizational level to the next.

TL;DR: In this article, the antecedents and consequences of ethical leadership are examined, drawing on social learning and moral identity theories, and empirically examining the distinctivenes and distinctiveness of different types of leadership.

TL;DR: The authors developed a framework of service-unit behavior that begins with a unit's leader's service-focused behavior and progresses through intermediate links (service climate and customer-focused organizat...

TL;DR: The authors investigated the link between ethical leadership and performance using data from the People's Republic of China and found that ethical leadership was positively and significantly related to employee performance as rated by their immediate supervisors and that this relationship was fully mediated by leader-member exchange, self-efficacy, and organizational identification.

TL;DR: In this paper, the influence of individuals' propensity to morally disengage on a broad range of unethical organizational behaviors was examined, and the power of the propensity to moral disengage to predict multiple types of unethical organisational behavior was demonstrated.