Leveraging the employee voice: a multi-level social learning perspective of ethical leadership
Author:
Affiliation:
1. School of Management, Xiamen University, Xiamen, China
2. School of Economics, Utrecht University, Utrecht, The Netherlands
3. College of Business, California State University, Chico, CA, USA
Funder
China Scholarship Council
National Natural Science Foundation of China
Publisher
Informa UK Limited
Subject
Management of Technology and Innovation,Organizational Behavior and Human Resource Management,Strategy and Management,Business and International Management,Industrial relations
Link
https://www.tandfonline.com/doi/pdf/10.1080/09585192.2017.1308414
Reference111 articles.
1. The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations.
2. Individual Moral Development and Ethical Climate: The Influence of Person–Organization Fit on Job Attitudes
3. Structural equation modeling in practice: A review and recommended two-step approach.
4. GAINSHARING AND ORGANIZATIONAL LEARNING: AN ANALYSIS OF EMPLOYEE SUGGESTIONS OVER TIME.
5. Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership
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