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When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior

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  • James Avey
  • Michael Palanski
  • Fred Walumbwa

Abstract

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Suggested Citation

  • James Avey & Michael Palanski & Fred Walumbwa, 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, Springer, vol. 98(4), pages 573-582, February.
    • Handle: RePEc:kap:jbuset:v:98:y:2011:i:4:p:573-582
    DOI: 10.1007/s10551-010-0610-2
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    References listed on IDEAS

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    1. Palanski, Michael E. & Yammarino, Francis J., 2007. "Integrity and Leadership:: Clearing the Conceptual Confusion," European Management Journal, Elsevier, vol. 25(3), pages 171-184, June.
    2. Mayer, David M. & Kuenzi, Maribeth & Greenbaum, Rebecca & Bardes, Mary & Salvador, Rommel (Bombie), 2009. "How low does ethical leadership flow? Test of a trickle-down model," Organizational Behavior and Human Decision Processes, Elsevier, vol. 108(1), pages 1-13, January.
    3. Brown, Michael E. & Trevino, Linda K. & Harrison, David A., 2005. "Ethical leadership: A social learning perspective for construct development and testing," Organizational Behavior and Human Decision Processes, Elsevier, vol. 97(2), pages 117-134, July.
    4. Mitchell Neubert & Dawn Carlson & K. Kacmar & James Roberts & Lawrence Chonko, 2009. "The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field," Journal of Business Ethics, Springer, vol. 90(2), pages 157-170, December.
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