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Rebecca L. Greenbaum
Researcher at Rutgers University
Publications - 48
Citations - 5169
Rebecca L. Greenbaum is an academic researcher from Rutgers University. The author has contributed to research in topics: Ethical leadership & Job performance. The author has an hindex of 22, co-authored 44 publications receiving 3960 citations. Previous affiliations of Rebecca L. Greenbaum include College of Business Administration & Oklahoma State University–Stillwater.
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How low does ethical leadership flow? Test of a trickle-down model
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.
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Who Displays Ethical Leadership, and Why Does It Matter? An Examination of Antecedents and Consequences of Ethical Leadership
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.
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The relationship between ethical leadership and core job characteristics.
TL;DR: In this article, the authors draw on the original job characteristics model (JCM) and on an elaborated model of work design to examine relationships between ethical leadership, task significance, job autonomy, effort, and job performance.
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Examining the Link Between Ethical Leadership and Employee Misconduct: The Mediating Role of Ethical Climate
TL;DR: This paper examined the relationship between ethical leadership and employee misconduct using a sample of 1,525 employees and their supervisors in 300 units in different organizations, and found support for their hypothesized model.
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Bottom-line mentality as an antecedent of social undermining and the moderating roles of core self-evaluations and conscientiousness.
TL;DR: It is proposed that an employee's bottom-line mentality may have an important effect on social undermining behavior in organizations and is predicted to be moderated by employee core self-evaluations and conscientiousness.