References
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- Baron, R. M., & Kenny, D. A. (1986). The moderator mediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations. Journal of Personality and Social Psychology, 5, 1173- 1182.
- Bass, B. M., &Steidlmeier, P. (1999). Ethics, character, an authentic transformational leadership behavior. The Leadership Quarterly, 10, 181- 217.
- Bhal, K. T., &Dadhich, A. (2011).Impact of ethical leadership and leader-member exchange on whistle blowing: The moderating impact of the moral intensity of the issue.Journal of Business Ethics, 103(3), 485-496.
- Blau, P. M. (1964). Exchange and power in social life. New York: Academic Press.
- Borman, W. C. (2004). The concept of organizational citizenship. Current Direction in Psychological Science, 13(6), 238-241.
- Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20(4), 583-616.
- Brown, M. E.,& Trevino, L. K. (2013). Do role models matter? An investigation of role modeling as an antecedent of perceived ethical leadership. Journal of Business Ethics, 115(4), 587-598.
- Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes,97(2), 117-134.
- Brown, M. E., &Treviño, L. K. (2006). Role Modeling and Ethical Leadership. Proceedings of The Academy Of Management Annual Meeting. Atlanta, GA.
- Butterfield, K. D., Trevino, L. K., & Weaver, G. R. (2000). Moral awareness in business organizations: Influences of issue related and social context factors.Human Relations, 53, 981-1018.
- Carroll, A. B. (2004). Managing ethically with global stakeholders: A present and future challenge.Academy Of Management Executive,18(2), 114-120.
- Colquitt, J. A. (2001). On the dimensionality of organization justice: A construct validation of a measure. Journal of Applied Psychology,86(3), 386-400.
- Cropanzano, R., Goldman, B.,& Folger, R. (2005). Self interest: Defining and understanding a human motive. Journal of Organizational Behavior,26, 985-991.
- De Hoogh, A.,& Den Hartog, D. (2008). Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method approach.The Leadership Quarterly, 19, 297-311.
- Detert, J. R., Trevino, L.K.,& Sweitzer, B. L. (2008).Moral disengagement in ethical decision making: A study of antecedents and outcomes.Journal of Applied Psychology, 93(2), 374-391.
- Dirks, K. T.,& Ferrin, D. L. (2002). Trust in leadership: Metaanalytic findings and implications for research and practice. Journal of Applied Psychology, 87, 611-628.
- Feng I, F. (2013). Moral intensity and school principals' ethical decision-making: An empirical study. Asia-Pacific Education Research, 22(4), 531-540.
- Frey, B. F. (2000). The impact of moral intensity on decision making in a business context.Journal of Business Ethics,26(3), 181-195.
- Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement.American Sociological Review, 25(2), 161-178.
- Harkness, S., Edwards, C. P., & Super, C. M. (1981).Social roles and moral reasoning: A case study in a rural african community. Developmental Psychology,17(5), 595-603.
- Homans, G. C. (1961).Social Behavior: Its Elementary Forms. New York: Harcourt, Brace and World.
- Jim, T.W., Hi, B., Shing, L. K., Lin, O. S., Yasmeen, S.,& Khan, S. K. (2013). The factors affecting organizational citizenship behavior in banking industry.International Journal of Management Sciences, 1(5), 178-192.
- Jordan, J., Brown, M. E., Trevino, L. K.,& Finkelstein, S. (2013). Someone to look upto: Executive follower ethical reasoning and perceptions of ethical leadership. Journal of Management, 39, 660-683.
- Jose, P. E. (2008). ModGraph-I: A programme to compute cell means for the graphical display of moderational analyses: The internet version, Version 2.0. Retrieved January 31, 2011.
- Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work.Academy Of Management Journal,33, 692-724.
- Kumar, K. A., & Renugadevi, R. (2013). Antecedents and consequences of employee engagement- A hypothetical approach. Journal Of Business Management, 9(3). 52-58.
- Latham, G. P.,& Pinder, C. C. (2005). Work motivation theory and research at the dawn of 21st century. Annual Review of Psychology, 56, 485-516.
- Lee, K.,& Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: The role of affect and cognition. Journal Of Applied Psychology, 87, 131-142.
- Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Journal Of Industrial And Organizational Psychology, 1, 3-30.
- Manz, C. C., Anand, V., Joshi, M.,& Manz, K. P. (2008). Emerging paradoxes in executive leadership: A theoretical interpretation of the tensions between corruption and virtuous values. The Leadership Quarterly,19, 385-392.
- Maslach, C., Schaufeli, W.B.,& Leiter, M. P. (2001). Job Burnout. Annual Review of Psychology, 52(1), 397-422.
- May, D. R., & Pauli, K. P. (2003). The role of moral intensity in ethical decisionmaking: A review and investigation on moral recognition, evaluation and intention. Business and Society, 41, 84-117.
- May, D. R., Zhu, W.,& Avolio, B. J. (2004). The impact of ethical leadership behavior on employee outcomes: The roles of psycholigcal empowerment and authenticity. Journal of Leadership and Organizational Studies. 11(1), 16-26.
- Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M.,& Salvador, R. (2009).How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes,108(1), 1-13.
- Mayer, D. M., Aquino, K., Greenbaum, R.L.,& Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy Of Management Journal, 55(1), 151-171.
- Mehta, S. (2003). MCI: Is being good good enough?. Fortune,27, 117-124.
- Mitchell, E. B. (2005). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 595-616.
- Nunnally, J. C. (1978). Psychometric Theory (2nd Ed.). New York: McgrawHill.
- Organ, D. W., Podsakoff, P. M.,& Mackenzie, S. B. (2006).Foundations for organizational science: Organizational citizenship behavior: its nature, antecedents, and consequences. Thousand Oaks, CA: SAGE Publications, Inc
- Podsakoff, P. M., Mackenzie, S. B., Paine, J. B.,&Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26, 513-563.
- Resick, C. J., Hanges, P. J., Dickson, M. W.,& Mitchelson, J. K. (2006). A crosscultural examination of the endorsement of ethical leadership. Journal Of Business Ethics, 63, 345-359.
- Resick, C. J., Martin, G. S., Keating, M. A., Dickson, M. W., Kwan, H. K.,& Peng, C. (2011). What ethical leadership means to me: Asian, American, and European perspective.Journal Of Business Ethics, 101, 435-457.
- Revell, J. (2003). The Wres That Won't Go Out.Fortune, 13, 139.
- Robinson, D., Perry, S.,& Hayday, S. (2004).The Drivers of Employee Engagement. Brighton:Institute For Employment Studies.
- Rubin, R. S., Dierdorff, E. C., & Brown, M. E. (2010). Do ethical leaders get ahead? Exploring ethical leadership and promotability. Business Ethics Quarterly, 20 (2), 215-236.
- Singhapakdi, A., Vitell, S. J., & Kraft, K. L. (1996). Moral intensity and ethical decision-making of marketing professionals. Journal Of Business Research, 36, 245−255.
- Singhapakdi, A., Rao, C. P.,& Vitell, S. J. (1996). Ethical decision making: An investigation of services marketing professionals. Journal Of Business Ethics, 15(6), 635-644.
- Stouten, J., Dijke, M.,& Cremer, D. (2012). Ethical leadership: An overview and future perspectives. Journal Of Personnel Psychology, 11(1), 1-6.
- Treviño, L. K., & Brown, M. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 595-616.
- Treviño, L. K., Brown, M.,& Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite.Human Relations, 55, 5−37.
- Treviño, L. K., Butterfield, K. D., & Mcabe, D. M. (1998). The ethical context in organizations: Influences on employee attitudes and behaviors. Business Ethics Quarterly, 8, 447−476.
- Treviño, L. K., Hartman, L. P.,& Brown, M. (2000). Moral person and moral manager: how executives develop a reputation for ethical leadership. California Management Review, 42, 128−142.
- Trevino, L. K.,& Weaver, G. R. (2001). Organizational justice and ethics program
- Valsania, S. E., León, J. M., Alonso, F. M., percent Cantisano, G. T. (2012). Authentic leadership and its effect on employees' organizational citizenship behaviors. 24, 561-566.
- Williams, L. J., & Anderson, S.E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17, 601-617.
- Yadav, B. (2004). Higher Education: New dilemmas. Economic and Political Weekly, 39(9), 880-882.
- Bandura, A. (1977).Social Learning Theory. Englewood Cliffs, NJ: Prentice Hall.
- Baron, R. M., & Kenny, D. A. (1986). The moderator mediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations. Journal of Personality and Social Psychology, 5, 1173- 1182.
- Bass, B. M., &Steidlmeier, P. (1999). Ethics, character, an authentic transformational leadership behavior. The Leadership Quarterly, 10, 181- 217.
- Bhal, K. T., &Dadhich, A. (2011).Impact of ethical leadership and leader-member exchange on whistle blowing: The moderating impact of the moral intensity of the issue.Journal of Business Ethics, 103(3), 485-496.
- Blau, P. M. (1964). Exchange and power in social life. New York: Academic Press.
- Borman, W. C. (2004). The concept of organizational citizenship. Current Direction in Psychological Science, 13(6), 238-241.
- Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20(4), 583-616.
- Brown, M. E.,& Trevino, L. K. (2013). Do role models matter? An investigation of role modeling as an antecedent of perceived ethical leadership. Journal of Business Ethics, 115(4), 587-598.
- Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes,97(2), 117-134.
- Brown, M. E., &Treviño, L. K. (2006). Role Modeling and Ethical Leadership. Proceedings of The Academy Of Management Annual Meeting. Atlanta, GA.
- Butterfield, K. D., Trevino, L. K., & Weaver, G. R. (2000). Moral awareness in business organizations: Influences of issue related and social context factors.Human Relations, 53, 981-1018.
- Carroll, A. B. (2004). Managing ethically with global stakeholders: A present and future challenge.Academy Of Management Executive,18(2), 114-120.
- Colquitt, J. A. (2001). On the dimensionality of organization justice: A construct validation of a measure. Journal of Applied Psychology,86(3), 386-400.
- Cropanzano, R., Goldman, B.,& Folger, R. (2005). Self interest: Defining and understanding a human motive. Journal of Organizational Behavior,26, 985-991.
- De Hoogh, A.,& Den Hartog, D. (2008). Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method approach.The Leadership Quarterly, 19, 297-311.
- Detert, J. R., Trevino, L.K.,& Sweitzer, B. L. (2008).Moral disengagement in ethical decision making: A study of antecedents and outcomes.Journal of Applied Psychology, 93(2), 374-391.
- Dirks, K. T.,& Ferrin, D. L. (2002). Trust in leadership: Metaanalytic findings and implications for research and practice. Journal of Applied Psychology, 87, 611-628.
- Feng I, F. (2013). Moral intensity and school principals' ethical decision-making: An empirical study. Asia-Pacific Education Research, 22(4), 531-540.
- Frey, B. F. (2000). The impact of moral intensity on decision making in a business context.Journal of Business Ethics,26(3), 181-195.
- Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement.American Sociological Review, 25(2), 161-178.
- Harkness, S., Edwards, C. P., & Super, C. M. (1981).Social roles and moral reasoning: A case study in a rural african community. Developmental Psychology,17(5), 595-603.
- Homans, G. C. (1961).Social Behavior: Its Elementary Forms. New York: Harcourt, Brace and World.
- Jim, T.W., Hi, B., Shing, L. K., Lin, O. S., Yasmeen, S.,& Khan, S. K. (2013). The factors affecting organizational citizenship behavior in banking industry.International Journal of Management Sciences, 1(5), 178-192.
- Jordan, J., Brown, M. E., Trevino, L. K.,& Finkelstein, S. (2013). Someone to look upto: Executive follower ethical reasoning and perceptions of ethical leadership. Journal of Management, 39, 660-683.
- Jose, P. E. (2008). ModGraph-I: A programme to compute cell means for the graphical display of moderational analyses: The internet version, Version 2.0. Retrieved January 31, 2011.
- Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work.Academy Of Management Journal,33, 692-724.
- Kumar, K. A., & Renugadevi, R. (2013). Antecedents and consequences of employee engagement- A hypothetical approach. Journal Of Business Management, 9(3). 52-58.
- Latham, G. P.,& Pinder, C. C. (2005). Work motivation theory and research at the dawn of 21st century. Annual Review of Psychology, 56, 485-516.
- Lee, K.,& Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: The role of affect and cognition. Journal Of Applied Psychology, 87, 131-142.
- Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Journal Of Industrial And Organizational Psychology, 1, 3-30.
- Manz, C. C., Anand, V., Joshi, M.,& Manz, K. P. (2008). Emerging paradoxes in executive leadership: A theoretical interpretation of the tensions between corruption and virtuous values. The Leadership Quarterly,19, 385-392.
- Maslach, C., Schaufeli, W.B.,& Leiter, M. P. (2001). Job Burnout. Annual Review of Psychology, 52(1), 397-422.
- May, D. R., & Pauli, K. P. (2003). The role of moral intensity in ethical decisionmaking: A review and investigation on moral recognition, evaluation and intention. Business and Society, 41, 84-117.
- May, D. R., Zhu, W.,& Avolio, B. J. (2004). The impact of ethical leadership behavior on employee outcomes: The roles of psycholigcal empowerment and authenticity. Journal of Leadership and Organizational Studies. 11(1), 16-26.
- Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M.,& Salvador, R. (2009).How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes,108(1), 1-13.
- Mayer, D. M., Aquino, K., Greenbaum, R.L.,& Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy Of Management Journal, 55(1), 151-171.
- Mehta, S. (2003). MCI: Is being good good enough?. Fortune,27, 117-124.
- Mitchell, E. B. (2005). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 595-616.
- Nunnally, J. C. (1978). Psychometric Theory (2nd Ed.). New York: McgrawHill.
- Organ, D. W., Podsakoff, P. M.,& Mackenzie, S. B. (2006).Foundations for organizational science: Organizational citizenship behavior: its nature, antecedents, and consequences. Thousand Oaks, CA: SAGE Publications, Inc
- Podsakoff, P. M., Mackenzie, S. B., Paine, J. B.,&Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26, 513-563.
- Resick, C. J., Hanges, P. J., Dickson, M. W.,& Mitchelson, J. K. (2006). A crosscultural examination of the endorsement of ethical leadership. Journal Of Business Ethics, 63, 345-359.
- Resick, C. J., Martin, G. S., Keating, M. A., Dickson, M. W., Kwan, H. K.,& Peng, C. (2011). What ethical leadership means to me: Asian, American, and European perspective.Journal Of Business Ethics, 101, 435-457.
- Revell, J. (2003). The Wres That Won't Go Out.Fortune, 13, 139.
- Robinson, D., Perry, S.,& Hayday, S. (2004).The Drivers of Employee Engagement. Brighton:Institute For Employment Studies.
- Rubin, R. S., Dierdorff, E. C., & Brown, M. E. (2010). Do ethical leaders get ahead? Exploring ethical leadership and promotability. Business Ethics Quarterly, 20 (2), 215-236.
- Singhapakdi, A., Vitell, S. J., & Kraft, K. L. (1996). Moral intensity and ethical decision-making of marketing professionals. Journal Of Business Research, 36, 245−255.
- Singhapakdi, A., Rao, C. P.,& Vitell, S. J. (1996). Ethical decision making: An investigation of services marketing professionals. Journal Of Business Ethics, 15(6), 635-644.
- Stouten, J., Dijke, M.,& Cremer, D. (2012). Ethical leadership: An overview and future perspectives. Journal Of Personnel Psychology, 11(1), 1-6.
- Treviño, L. K., & Brown, M. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 595-616.
- Treviño, L. K., Brown, M.,& Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite.Human Relations, 55, 5−37.
- Treviño, L. K., Butterfield, K. D., & Mcabe, D. M. (1998). The ethical context in organizations: Influences on employee attitudes and behaviors. Business Ethics Quarterly, 8, 447−476.
- Treviño, L. K., Hartman, L. P.,& Brown, M. (2000). Moral person and moral manager: how executives develop a reputation for ethical leadership. California Management Review, 42, 128−142.
- Trevino, L. K.,& Weaver, G. R. (2001). Organizational justice and ethics program
- Valsania, S. E., León, J. M., Alonso, F. M., percent Cantisano, G. T. (2012). Authentic leadership and its effect on employees' organizational citizenship behaviors. 24, 561-566.
- Williams, L. J., & Anderson, S.E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17, 601-617.
- Yadav, B. (2004). Higher Education: New dilemmas. Economic and Political Weekly, 39(9), 880-882.
Cite this article
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APA : Kamal, N., Samdani, H., & Yameen, A. (2018). Engaging Employees through Ethical Leadership. Global Social Sciences Review, III(III), 300-316. https://doi.org/10.31703/gssr.2018(III-III).17
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CHICAGO : Kamal, Nida, Hina Samdani, and Amna Yameen. 2018. "Engaging Employees through Ethical Leadership." Global Social Sciences Review, III (III): 300-316 doi: 10.31703/gssr.2018(III-III).17
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HARVARD : KAMAL, N., SAMDANI, H. & YAMEEN, A. 2018. Engaging Employees through Ethical Leadership. Global Social Sciences Review, III, 300-316.
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MHRA : Kamal, Nida, Hina Samdani, and Amna Yameen. 2018. "Engaging Employees through Ethical Leadership." Global Social Sciences Review, III: 300-316
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MLA : Kamal, Nida, Hina Samdani, and Amna Yameen. "Engaging Employees through Ethical Leadership." Global Social Sciences Review, III.III (2018): 300-316 Print.
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OXFORD : Kamal, Nida, Samdani, Hina, and Yameen, Amna (2018), "Engaging Employees through Ethical Leadership", Global Social Sciences Review, III (III), 300-316
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TURABIAN : Kamal, Nida, Hina Samdani, and Amna Yameen. "Engaging Employees through Ethical Leadership." Global Social Sciences Review III, no. III (2018): 300-316. https://doi.org/10.31703/gssr.2018(III-III).17