Special Issues in Leadership

Ethics, Morality, & Destructive Leadership

• Kaiser, R.B., & Hogan, R. (2010). How to (and how not to) assess the integrity of managers. Consulting Psychology Journal, 62, 216-234.
• Stenmark, C.K., & Mumford, M.D. (2011). Situational impacts on leader ethical decision making. The Leadership Quarterly, 22, 942-955.
• Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24, 138-158.
• Mullins, A.K. (2015). The Dimensionality of Destructive Leadership: Toward an Integration of the Bright and Dark Sides. Unpublished doctoral dissertation. (only pages 1-75 are assigned)

Optional Supplemental Reading (not required)

• Bass, B.M., & Steidlemeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10,181-217.
• Craig, S.B., & Gustafson, S.B. (1998). Perceived leader integrity scale: An instrument for assessing employee perceptions of leader integrity. Leadership Quarterly, 9, 127-145.
• Detert, J.R., Trevino, L.K., Burris, E.R., & Andiappan, M. (2007). Managerial modes of influence and counterproductivity in organizations: A longitudinal business-unit-level investigation. Journal of Applied Psychology, 92, 993-1005. [also download this corrected Table 2]
• Dirks, K.T., & Ferrin, D.L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87, 611-628.
• Einarsen, S., Aasland, M.S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. Leadership Quarterly, 18, 207-216.
• Ferris, G.R., Zinko, R., Brouer, R.L., Buckley, M.R., & Harvey, M.G. (2007). Strategic bullying as a supplementary, balanced perspective on destructive leadership. Leadership Quarterly, 18, 195-206.
• Harris, K.J., Kacmar, K.M., & Zivnuska, S. (2007). An investigation of abusive supervision as a predictor of performance and the meaning of work as a moderator of the relationship. Leadership Quarterly, 18, 252-253.
• Howell, J., & Avolio, B. (1992). The ethics of charismatic leadership: submission or liberation? Academy of Management Executive, 6,43-54.
• Khoo, H.S., & Burch, G.S. (2008). The 'dark side' of leadership personality and transformational leadership: An exploratory study. Personality and Individual Differences, 44, 86-97.
• Nevicka, B., De Hoogh, A.H.B., Van Vianen, A.E.M., Beersma, B, & McIlwain, D. (2011). All I need is a stage to shine: Narcissists' leader emergence and performance. The Leadership Quarterly, 22, 910-925.
• Resick, C.J., Hanges, P.J., Dickson, M.W., Mitchelson, J.K. (2006). A cross-cultural examination of the endorsement of ethical leadership. Journal of Business Ethics, 63, 345-359.
• Scott, B.A., Colquitt, J.A., & Paddock, E.L. (2009). An actor-focused model of justice rule adherence and violation: The role role of managerial motives and discretion. Journal of Applied Psychology, 94, 756-769.
• Tepper, B.J. (2007). Abusive supervision in work organizations: Review, synthesis, and research agenda. Journal of Management, 33,261-289.
• Turner, N., Barling, J., Epitropaki, O., Butcher, V., & Milner, C. (2002). Transformational leadership and moral reasoning. Journal of Applied Psychology, 87, 304-311.
• Granitz, N.A. (2003). Individual, social, and organizational sources of sharing and variation in the ethical reasoning of managers. Journal of Business Ethics, 42, 101-124.
• Parry, K.W., & Proctor-Thompson, S.W. (2002). Perceived integrity of transformational leaders in organisational settings. Journal of Business Ethics, 35, 75-96.
• Premeaux, S.R. (2004). The current link between management behavior and ethical philosophy. Journal of Business Ethics, 51, 269-278.
• Trevino, 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, 56, 5-37.
• Walumbwa, F.O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94, 1275-1286.