Ethical Leadership and Loyalty to Supervisor in China: The Roles of Interactional Justice and Collectivistic Orientation

Author:

Wang Huaiyong,Lu Guangli,Liu Yongfang

Funder

MOE (Ministry of Education in China) Youth Project of Humanities and Social Sciences

Funding Program for Training Young Teachers in the Universities of Shanghai

Project Funded by China Postdoctoral Science Foundation

Publisher

Springer Science and Business Media LLC

Subject

Law,Economics and Econometrics,Arts and Humanities (miscellaneous),General Business, Management and Accounting,Business and International Management

Reference104 articles.

1. Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. New York: Sage.

2. Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411–423.

3. Arslantaş, C. C., & Dursun, M. (2008). Etik liderlik davranışının yöneticiye duyulan güven ve psikolojik güçlendirme Üzerindeki etkisinde etkileşim adaletinin dolaylı rolü. Anadolu University Journal of Social Sciences, 8(1), 111–128.

4. Avey, J. B., Palanski, M. E., & Walumbwa, F. O. (2011). When leadership goes unnoticed: The moderating role of follower self esteem on the relationship between ethical leadership and follower behavior. Journal of Business Ethics, 98(4), 573–582.

5. Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice-Hall.

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