Issue 1/2017
Content (15 Articles)
To Flatter or To Assert? Gendered Reactions to Machiavellian Leaders
Alessandra Capezio, Lu Wang, Simon L. D. Restubog, Patrick R. J. M. Garcia, Vinh N. Lu
Open Access
Servant Leadership and the Effect of the Interaction Between Humility, Action, and Hierarchical Power on Follower Engagement
Milton Sousa, Dirk van Dierendonck
Ethical Leadership and Employee Moral Voice: The Mediating Role of Moral Efficacy and the Moderating Role of Leader–Follower Value Congruence
Dongseop Lee, Yongduk Choi, Subin Youn, Jae Uk Chun
How Authentic Leadership Influences Team Performance: The Mediating Role of Team Reflexivity
Joanne Lyubovnikova, Alison Legood, Nicola Turner, Argyro Mamakouka
A Difficult Burden to Bear: The Managerial Process of Dissonance Resolution in the Face of Mandated Harm-Doing
Meena Andiappan, Lucas Dufour
Going Against the Grain Works: An Attributional Perspective of Perceived Ethical Leadership
Chenwei Li, Keke Wu, Diane E. Johnson, James Avey
Negotiating the Moral Aspects of Purpose in Single and Cross-Sectoral Collaborations
Charlotte Cloutier, Ann Langley
Multi-Level Corporate Responsibility: A Comparison of Gandhi’s Trusteeship with Stakeholder and Stewardship Frameworks
Jaydeep Balakrishnan, Ayesha Malhotra, Loren Falkenberg
Mutual Recognition Respect Between Leaders and Followers: Its Relationship to Follower Job Performance and Well-Being
Nicholas Clarke, Nomahaza Mahadi
Pseudo-transformational Leadership is in the Eyes of the Subordinates
Chiou-Shiu Lin, Pei-Chi Huang, Shyh-Jer Chen, Liang-Chih Huang
In Pursuit of a ‘Single Source of Truth’: from Threatened Legitimacy to Integrated Reporting
Cornelia Beck, John Dumay, Geoffrey Frost
Acknowledgment