Which of the following statements differentiates between moral intensity and moral attentiveness?

  • Adut, A. (2004). Scandal as norm entrepreneurship strategy: Corruption and the French investigating magistrates. Theory and Society, 33, 529–578.

    Google Scholar 

  • Anderson, A. R., & Smith, R. (2007). The moral space in entrepreneurship: An exploration of ethical imperatives and the moral legitimacy of being enterprising. Entrepreneurship and Regional Development, 19, 479–497.

    Google Scholar 

  • Aquino, K., & Reed, A. I. (2002). The self-importance of moral identity. Journal of Personality and Social Psychology, 83, 1423–1440.

    Google Scholar 

  • Arjoon, S. (2000). Virtue theory as a dynamic theory of business. Journal of Business Ethics, 28, 159–178.

    Google Scholar 

  • 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, 573–582.

    Google Scholar 

  • Avolio, B. J., Luthans, F., & Walumbwa, F. O. (2004). Authentic leadership: Theory building for veritable sustained performance. The Gallup Leadership Institute: Lincoln.

    Google Scholar 

  • Baier, A. (1986). Trust and antitrust. Ethics, 96, 231–260.

    Google Scholar 

  • Barker, R. A. (2001). Leadership is deviation from convention: The nature of leadership. Human Relations, 54, 469–494.

    Google Scholar 

  • Bass, B. M. (1981). Stogdill’s handbook of leadership: A survey of theory and research. New York: Free press.

    Google Scholar 

  • Bateman, T. S., & Crant, J. M. (1999). Proactive behavior: Meaning, impact, recommendations. Business Horizons, 42(3), 63–70.

    Google Scholar 

  • Becker, H. (1963). Outsiders: Studies in the sociology of deviance. New York: The Free Press of Glencoe.

    Google Scholar 

  • Bedi, A., Alpaslan, C. M., & Green, S. (2016). A meta-analytic review of ethical leadership outcomes and moderators. Journal of Business Ethics, 139, 517–536.

    Google Scholar 

  • Benjamin, M. (1990). Splitting the difference: Compromise and integrity in ethics and politics. Kansas: University Press of Kansas.

    Google Scholar 

  • Bennis, W., & Nanus, B. (1985). Leaders: Strategies for taking charge. New York: Harper Collins.

    Google Scholar 

  • Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20, 583–616.

    Google Scholar 

  • Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 595–616.

    Google Scholar 

  • Brown, M. E., & Treviño, L. K. (2014). Do role models matter? An investigation of role modeling as an antecedent of perceived ethical leadership. Journal of Business Ethics, 122, 587–598.

    Google Scholar 

  • Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117–134.

    Google Scholar 

  • Burns, J. M. (1978). Leadership. New York: Harper & Row.

    Google Scholar 

  • Butterfield, K. D., Treviño, L. K., & Weaver, G. R. (2000). Moral awareness in business organizations: Influences of issue-related and social context factors. Human Relations, 53, 981–1018.

    Google Scholar 

  • Campbell, J. L. (2007). Why would corporations behave in socially responsible ways? An institutional theory of corporate social responsibility. Academy of Management Review, 32, 946–967.

    Google Scholar 

  • Carroll, A. B. (1979). A three-dimensional conceptual model of corporate performance. Academy of Management Review, 4, 497–505.

    Google Scholar 

  • Carroll, A. B. (2000). Ethical challenges for business in the new millennium: Corporate social responsibility and models of management morality. Business Ethics Quarterly, 10, 33–42.

    Google Scholar 

  • Carroll, A. B., & Shabana, K. M. (2010). The business case for corporate social responsibility: A review of concepts, research and practice. International Journal of Management Reviews, 12, 85–105.

    Google Scholar 

  • Chughtai, A., Byrne, M., & Flood, B. (2015). Linking ethical leadership to employee well-being: The role of trust in supervisor. Journal of Business Ethics, 128, 653–663.

    Google Scholar 

  • Ciulla, J. B. (1995). Leadership ethics: Mapping the territory. Business Ethics Quarterly, 5, 5–28.

    Google Scholar 

  • Ciulla, J. B. (1998). Ethics: The heart of leadership. Westport: Praeger.

    Google Scholar 

  • Davis, K., & Blomstrom, R. L. (1975). Business and society: Environment and responsibility. New York: McGraw-Hill.

    Google Scholar 

  • DeConinck, J. B. (2015). Outcomes of ethical leadership among salespeople. Journal of Business Research, 68, 1086–1093.

    Google Scholar 

  • Den Hartog, D. N. (2015). Ethical leadership. Annual Review Organizational Psychology and Organizational Behavior, 2, 409–434.

    Google Scholar 

  • Den Hartog, D. N., & De Hoogh, A. H. B. (2009). Empowering behaviour and leader fairness and integrity: Studying perceptions of ethical leader behaviour from a levels-of-analysis perspective. European Journal of Work and Organizational Psychology, 18, 199–230.

    Google Scholar 

  • Dezalay, Y., & Garth, B. (1995). Merchants of law as moral entrepreneurs: Constructing international justice from the competition for transnational business disputes. Law and Society Review, 29, 27–64.

    Google Scholar 

  • Dineen, B. R., Lewicki, R. J., & Tomlinson, E. C. (2006). Supervisory guidance and behavioral integrity: Relationships with employee citizenship and deviant behavior. Journal of Applied Psychology, 91, 622–635.

    Google Scholar 

  • Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87, 611–628.

    Google Scholar 

  • Donaldson, T., & Dunfee, T. W. (1994). Toward a unified conception of business ethics: Integrative social contracts theory. Academy of Management Review, 19, 252–284.

    Google Scholar 

  • Eisenbeiß, S. A. (2012). Re-thinking ethical leadership: An interdisciplinary integrative approach. The Leadership Quarterly, 23, 791–808.

    Google Scholar 

  • Eisenbeiß, S. A., & Giessner, S. R. (2012). The emergence and maintenance of ethical leadership in organizations: A question of embeddedness? Journal of Personnel Psychology, 11, 7–19.

    Google Scholar 

  • Enderle, G. (1987). Some perspectives of managerial ethical leadership. Journal of Business Ethics, 6, 657–663.

    Google Scholar 

  • Fang, S. R., Huang, C. Y., & Huang, S. W. L. (2010). Corporate social responsibility strategies, dynamic capability and organizational performance: Cases of top Taiwan-selected benchmark enterprises. African Journal of Business Management, 4, 120–132.

    Google Scholar 

  • Fehr, R., Yam, K. C. S., & Dang, C. (2015). Moralized leadership: The construction and consequences of ethical leader perceptions. Academy of Management Review, 40, 182–209.

    Google Scholar 

  • Felner, E. (2012). Human rights leaders in conflict situations: A case study of the politics of ‘moral entrepreneurs’. Journal of Human Rights Practice, 4, 57–81.

    Google Scholar 

  • Finnemore, M., & Sikkink, K. (1998). International norm dynamics and political change. International Organization, 52, 887–917.

    Google Scholar 

  • Fishman, J. P. (2014). Copyright infringement and the separated powers of moral entrepreneurship. American Criminal Law Review, 51, 359–401.

  • French, J. P., & Raven, B. (1959). The basis of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150–167). Ann Arbor: University of Michigan.

    Google Scholar 

  • Fuller, S. (2013). ‘Never let a good crisis go to waste’: Moral entrepreneurship, or the fine art of recycling evil into good. Business Ethics: A European Review, 22, 118–129.

    Google Scholar 

  • Gillespie, N., & Dietz, G. (2009). Trust repair after an organization-level failure. Academy of Management Review, 34, 127–145.

    Google Scholar 

  • GSK. (2013). GSK announces changes to its global sales and marketing practices to further ensure patient interests come first. https://us.gsk.com/en-us/media/press-releases/2013/gsk-announces-changes-to-its-global-sales-and-marketing-practices-to-further-ensure-patient-interests-come-first/.

  • Gustafson, A. (2001). Advertising’s impact on morality in society: Influencing habits and desires of consumers. Business and Society Review, 106, 201–223.

    Google Scholar 

  • Halse, C., & Honey, A. (2007). Rethinking ethics review as institutional discourse. Qualitative Inquiry, 13, 336–352.

    Google Scholar 

  • Hargreaves, S. (2004). Conceptualizing legitimacy for new venture research. Journal of New Business Ideas and Trends, 2(2), 54–65.

    Google Scholar 

  • Hollows, J., & Jones, S. (2010). ‘At least he’s doing something’: Moral entrepreneurship and individual responsibility in Jamie’s Ministry of Food. European Journal of Cultural Studies, 13, 307–322.

    Google Scholar 

  • Hosmer, L. T. (1995). Trust: The connecting link between organizational theory and philosophical ethics. Academy of Management Review, 20, 379–403.

    Google Scholar 

  • Hunt, A. (1997). ‘Moral panic’ and moral language in the media. British Journal of Sociology, 48, 629–648.

    Google Scholar 

  • Jones, T. M. (1991). Ethical decision making by individuals in organizations: An issue-contingent model. Academy of Management Review, 16, 366–395.

    Google Scholar 

  • Jordan, J., Brown, M. E., Treviño, L. K., & Finkelstein, S. (2013). Someone to look up to: Executive-follower ethical reasoning and perceptions of ethical leadership. Journal of Management, 39, 660–683.

    Google Scholar 

  • Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. B. (2011a). Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure. The Leadership Quarterly, 22, 51–69.

    Google Scholar 

  • Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. B. (2011b). Ethical leader behavior and big five factors of personality. Journal of Business Ethics, 100, 349–366.

    Google Scholar 

  • Kanungo, R. N., & Mendonca, M. (1996). Ethical dimensions of leadership. Thousand Oaks: Sage Publications.

    Google Scholar 

  • Kaptein, M. (2017). The battle for business ethics: A struggle theory. Journal of Business Ethics (to be published).

  • Keck, M. E., & Sikkink, K. (2014). Activists beyond borders: Advocacy networks in international politics. Cornell: Cornell University Press.

    Google Scholar 

  • Khuntia, R., & Suar, D. (2004). A scale to assess ethical leadership for Indian private and public sector managers. Journal of Business Ethics, 49, 13–26.

    Google Scholar 

  • Kim, P. H., Ferrin, D. L., Cooper, C. D., & Dirks, K. T. (2004). Removing the shadow of suspicion: The effects of apology versus denial for repairing competence-versus integrity-based trust violations. Journal of Applied Psychology, 89, 104–118.

    Google Scholar 

  • Kohlberg, L. (1969). State and sequence: The cognitive-development approach to socialization. In D. Goslin (Ed.), Handbook of socialization theory and research (pp. 347–480). Chicago: Rand-McNally.

    Google Scholar 

  • Kotter, J. (2007). What leaders really do. In R. Vecchio (Ed.), Leadership: Understanding the dynamics of power and influence in organizations (pp. 23–32). Notre Dame: University of Notre Dame Press.

    Google Scholar 

  • Lawton, A., & Páez, I. (2015). Developing a framework for ethical leadership. Journal of Business Ethics, 130, 639–649.

    Google Scholar 

  • Mayer, D. M., Aquino, K., Greenbaum, R. L., & Kuenzi, M. (2012). Who displays ethical leadership and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55, 151–171.

    Google Scholar 

  • Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108, 1–13.

    Google Scholar 

  • Mo, S., & Shi, J. (2017). Linking ethical leadership to employees’ organizational citizenship behavior: Testing the multilevel mediation role of organizational concern. Journal of Business Ethics, 141(1), 151–162.

    Google Scholar 

  • Nadelmann, E. A. (1990). Global prohibition regimes: The evolution of norms in international society. International Organization, 44, 479–526.

    Google Scholar 

  • Nicholls, A., & Cho, A. H. (2008). Social entrepreneurship: The structuration of a field. In A. Nicholls (Ed.), Social entrepreneurship: New models of sustainable social change (pp. 99–118). Oxford: Oxford University Press.

    Google Scholar 

  • Nonet, P., & Selznick, P. (1978). Law and society in transition: Toward responsive law. New Brunswick: Transaction Publishers.

    Google Scholar 

  • Paine, L. (2003). Value shift: Why companies must merge social and financial imperatives to achieve superior performance. New York: McGraw Hill.

    Google Scholar 

  • Palmer, D. E. (2009). Business leadership: Three levels of ethical analysis. Journal of Business Ethics, 88, 525–536.

    Google Scholar 

  • Piccolo, R. F., Greenbaum, R., Den Hartog, D. N., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31, 259–278.

    Google Scholar 

  • Pierce, J. L., & Delbecq, A. L. (1977). Organization structure, individual attitudes and innovation. Academy of Management Review, 2, 27–37.

    Google Scholar 

  • Reich, S. (2003). Power, institutions and moral entrepreneurs. No. 18739. University of Bonn: Center for Development Research.

  • Resick, C. J., Hanges, P. J., Dickson, M. W., & Mitchelson, J. K. (2006). A cross-cultural examination of the endorsement of ethical leadership. Journal of Business Ethics, 63, 345–359.

    Google Scholar 

  • Resick, C. J., Martin, G. S., Keating, M. A., Dickson, M. W., Kwan, H. K., & Peng, C. (2011). What ethical leadership means to me: Asian, American and European perspectives. Journal of Business Ethics, 101, 435–457.

    Google Scholar 

  • Rest, J. R. (1986). Moral development: Advances in research and theory. New York: Praeger.

    Google Scholar 

  • Rost, J. C. (1995). Leadership: A discussion about ethics. Business Ethics Quarterly, 5, 129–142.

    Google Scholar 

  • Rousseau, D. M., Sitkin, S. B., Burt, R. S., & Camerer, C. (1998). Not so different after all: A cross-discipline view of trust. Academy of Management Review, 23, 393–404.

    Google Scholar 

  • Rubin, R. S., Dierdorff, E. C., & Brown, M. E. (2010). Do ethical leaders get ahead? Exploring ethical leadership and promotability. Business Ethics Quarterly, 20, 215–236.

    Google Scholar 

  • Schein, E. H. (2010). Organizational culture and leadership. San Francisco: Wiley.

    Google Scholar 

  • Schumacher, E. G., & Wasieleski, D. M. (2013). Institutionalizing ethical innovation in organizations: An integrated causal model of moral innovation decision processes. Journal of Business Ethics, 113, 15–37.

    Google Scholar 

  • Smith, A. W. (1993). Leadership: Developing leaders and organizations. Updating School Board Policies, 24(2), 1–4.

    Google Scholar 

  • Smith, H. R., & Carroll, A. B. (1984). Organizational ethics: A stacked deck. Journal of Business Ethics, 3, 95–100.

    Google Scholar 

  • Starratt, R. J. (1999). Moral dimensions of leadership. In B. T. Begley & P. E. Leonard (Eds.), The values of educational administration (pp. 23–35). London: Falmer Press.

    Google Scholar 

  • Sunstein, C. R. (1996). Social norms and social roles. Columbia Law Review, 96, 903–968.

    Google Scholar 

  • Taffinder, P. (1997). The new leaders: Achieving corporate transformation through dynamic leadership. London: Kogan Page Publishers.

    Google Scholar 

  • Toor, S., & Ofori, G. (2009). Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90, 533–547.

    Google Scholar 

  • Treviño, L. K., Brown, M. E., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56, 5–37.

    Google Scholar 

  • Treviño, L. K., Hartman, L. P., & Brown, M. (2000). Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42(4), 128–142.

    Google Scholar 

  • Treviño, L. K., & Nelson, K. A. (2010). Managing business ethics. New Jersey: Wiley.

    Google Scholar 

  • Uhl-Bien, M., & Carsten, M. K. (2007). Being ethical when the boss is not. Organizational Dynamics, 36, 187–201.

    Google Scholar 

  • Van Gils, S., Van Quaquebeke, N., Van Knippenberg, D., Van Dijke, M., & De Cremer, D. (2015). Ethical leadership and follower organizational deviance: The moderating role of follower moral attentiveness. The Leadership Quarterly, 26, 190–203.

    Google Scholar 

  • Voegtlin, C., Patzer, M., & Scherer, A. G. (2012). Responsible leadership in global business: A new approach to leadership and its multi-level outcomes. Journal of Business Ethics, 105, 1–16.

    Google Scholar 

  • Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115, 204–213.

    Google Scholar 

  • Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94, 1275–1286.

    Google Scholar 

  • Wolf, S. (1982). Moral saints. The Journal of Philosophy, 79, 419–439.

    Google Scholar 

  • Wrage, S., & Wrage, A. (2005). Multinational enterprises as “moral entrepreneurs” in a global prohibition regime against corruption. International Studies Perspectives, 6, 316–324.

    Google Scholar 

  • Wu, L. Z., Kwan, H. K., Yim, F. H. K., Chiu, R. K., & He, X. (2015). CEO ethical leadership and corporate social responsibility: A moderated mediation model. Journal of Business Ethics, 130, 819–831.

    Google Scholar 

  • Wu, C., & Wang, Y. (2011). Understanding proactive leadership. In W. H. Mobley, M. Li, & Y. Wang (Eds.), Advances in global leadership (pp. 299–314). Emerald: Bingley.

    Google Scholar 

  • Yukl, G., Mahsud, R., Hassan, S., & Prussia, G. E. (2013). An improved measure of ethical leadership. Journal of Leadership & Organizational Studies, 20, 38–48.

    Google Scholar 

  • Yukl, G., Seifert, C. F., & Chavez, C. (2008). Validation of the extended influence behavior questionnaire. The Leadership Quarterly, 19, 609–621.

    Google Scholar 

  • Yurtsever, G. (2003). Measuring the moral entrepreneurial personality. Social Behavior and Personality: An International Journal, 31, 1–12.

    Google Scholar 

  • Zheng, D., Witt, L. A., Waite, E., David, E. M., van Driel, M., McDonald, D. P., et al. (2015). Effects of ethical leadership on emotional exhaustion in high moral intensity situations. The Leadership Quarterly, 26, 732–748.

    Google Scholar 

  • Zhu, W., He, H., Treviño, L. K., Chao, M. M., & Wang, W. (2015). Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs. The Leadership Quarterly, 26, 702–718.

    Google Scholar 


Page 2

A model for moral entrepreneurship