Does it pay to be an ethical leader in entrepreneurship? An investigation of the relationships between entrepreneurs’ regulatory focus, ethical leadership, and small firm growth

2021 ◽  
Author(s):  
Alenka Slavec Gomezel ◽  
Rok Stritar
Keyword(s):  
Small Firm ◽  
Ethical Leadership ◽  
Regulatory Focus ◽  
Firm Growth ◽  
Ethical Leader

scholarly journals The Influence of Ethical Leadership and Regulatory Focus on Employee Outcomes

2013 ◽  
Vol 23 (2) ◽  
pp. 269-296 ◽  
Author(s):  
Mitchell J. Neubert ◽  
Cindy Wu ◽  
James A. Roberts
Keyword(s):  
Organizational Citizenship ◽  
Ethical Leadership ◽  
Regulatory Focus ◽  
Affective Commitment ◽  
Voice Behavior ◽  
Working Adults ◽  
Work Settings ◽  
Member Exchange ◽  
Relationship Of ◽  
Ethical Leader

ABSTRACT:Regulatory focus theory is proposed as offering an explanation for the influence of ethical leadership on organizational citizenship behaviors and employee commitments. The prevention focus mindset of an employee is argued to be the mechanism by which an ethical leader influences extra-role compliance behavior as well as normative commitment, whereas the promotion focus mindset of an employee is argued to be the mechanism by which an ethical leader influences extra-role voice behavior as well as affective commitment. Moreover, leader-member exchange is proposed as a moderator of the relationship of ethical leadership to regulatory focus mindsets and employee behavior and commitments. Using the data collected in two waves from 250 working adults, we tested the proposed relationships with moderated mediation bootstrap procedures. The findings generally support the hypothesized relationships and point toward important implications for ethical leadership in work settings.

Do Banks or VCs Spur Small Firm Growth?

CFA Digest ◽  
2016 ◽  
Vol 46 (10) ◽  
Author(s):  
Derek W. Johnson
Keyword(s):  
Small Firm ◽  
Firm Growth

Do Business Ethics Pay Off?

2010 ◽  
Vol 218 (4) ◽  
pp. 213-224 ◽  
Author(s):  
Maria Strobel ◽  
Andranik Tumasjan ◽  
Isabell Welpe
Keyword(s):  
Corporate Social Responsibility ◽  
Competitive Advantage ◽  
Ethical Leadership ◽  
Ethical Behavior ◽  
Highly Qualified ◽  
Organizational Attractiveness ◽  
Correlational Data ◽  
Underlying Mechanisms ◽  
Corporate Social ◽  
Ethical Leader

The ability to attract highly qualified employees constitutes a significant competitive advantage, and is ultimately linked to an organization’s economic success. Creating and maintaining organizational attractiveness is therefore crucial to organizations. While previous research has demonstrated that an organization’s ethical conduct (e.g., corporate social responsibility) enhances its attractiveness for potential employees, there is no empirical evidence on whether the ethical behavior of an organization’s leaders can also affect organizational attractiveness. Using both experimental and correlational data we investigate the influence of leader ethical behavior on organizational attractiveness and examine the underlying mechanisms behind this relationship. In line with our hypotheses, ethical leader behavior leads to significantly higher ethical leadership ratings and to significantly higher ratings of organizational attractiveness. Furthermore, higher ethical leadership ratings were associated with stronger intentions to pursue employment with the respective organization. This effect was simultaneously mediated by organizational prestige and the general attractiveness of the organization.

An empirical examination of small firm growth

1987 ◽  
Vol 25 (4) ◽  
pp. 363-366 ◽  
Author(s):  
Zoltan J. Acs ◽  
David B. Audretsch
Keyword(s):  
Small Firm ◽  
Firm Growth ◽  
Empirical Examination

Effects of Machiavellian ethical leadership and employee power distance on employee voice

2017 ◽  
Vol 45 (9) ◽  
pp. 1485-1498 ◽  
Author(s):  
Won Jun Kwak ◽  
Ji Hyun Shim
Keyword(s):  
Ethical Leadership ◽  
Leadership Training ◽  
Organizational Context ◽  
Power Distance ◽  
Training And Development ◽  
Employee Voice ◽  
Work Behaviors ◽  
Leader Behaviors ◽  
Power Distance Orientation ◽  
Ethical Leader

We investigated how employees respond to Machiavellian supervisors exerting ethical leadership. Participants were 252 matched supervisor–employee dyads, and we administered measures of supervisor ethical leadership, employee voice, employee power distance orientation, and supervisor Machiavellianism. Results revealed that Machiavellian supervisors' ethical leader behaviors were perceived to be genuine by subordinate employees, and that ethical leadership promoted supervisors' extrarole voice behaviors. Further, the effects of Machiavellian supervisors' ethical leader behaviors on employee voice were intensified in the particular organizational context of higher, versus lower, employee power distance orientation. Given the major finding that ethical leader behaviors demonstrated by Machiavellian supervisors were effective whether or not they were genuine, ethical leadership training and development are suggested to help promote desirable employee work behaviors, including voice.

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