Aguinis, H., Beaty, J.C., Boik, R.J., & Pierce, C.A. 2005. Effect size and power in assessing moderating effects of categorical variables using multiple regression: A 30-year review. Journal of Applied Psychology, 90: 94–107. http://dx.doi.org/10.1037/0021-9010.90.L94 Aguinis, H., Gottfredson, R.K., & Culpepper, S.A. 2013. Best-practice recommendations for estimating cross-level interaction effects using multilevel modeling. Journal of Management, 39(6): 1490–1528. http://dx.doi.org/10.1177/0149206313478188
Aiken, S.L., & West, S.G. 1991. Multiple regression: Testing and interpreting interactions. Thousand Oaks, CA: Sage.
Andersson, L.M., & Pearson, C.M. 1999. Tit for tat? The spiraling effect of incivility in the workplace. Academy of Management Review, 24: 452–71.
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: 573–82. http://dx.doi.org/10.1007/s10551-010-0610-2 Avey, J.B., Wernsing, T.S., & Palanski, M.E. 2012. Exploring the process of ethical leadership: The mediating role of employee voice and psychological ownership. Journal of Business Ethics, 107: 21–34. http://dx.doi.org/10.1007/s10551-012-1298-2
Bandura, A. 1977. Social learning theory. Englewood Cliffs, NJ: Prentice-Hall.
Bandura, A. 1986. Social foundations of thought and action. Englewood Cliffs, NJ: Prentice-Hall.
Bandura, A. 1991. Social cognitive theory of moral thought and action. In Kurtines, W.M. & Gewirtz, J.L. (Eds.), Handbook of moral behavior and development (Vol. 1, pp. 45–103). Hillsdale, NJ: Erlbaum.
Berry, C.M., Carpenter, N.C., & Barratt, C.L. 2012. Do other-reports of counterproductive work behavior provide an incremental contribution over self-reports? A meta-analytic comparison. Journal of Applied Psychology, 97: 613–36. http://dx.doi.org/10.1037/a0026739 Brown, M.E., & Mitchell, M.S. 2010. Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20: 583–616. http://dx.doi.org/10.5840/beq201020439 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: 117–34. http://dx.doi.org/10.1016/j.obhdp.2005.03.002 Chang, C-H., Ferris, D.L., Johnson, R.E., Rosen, C.C., & Tan, J.A. 2012. Core selfevaluations: A review and evaluation of the literature. Journal of Management, 38: 81–128. http://dx.doi.org/10.1177/0149206311419661
Cohen, J. 1988. Statistical power analysis for the behavioral sciences (2nd ed.). Hillsdale, NJ: Erlbaum.
Cohen, J., Cohen, P., West, S.G., & Aiken, S.L. 2003. Applied multiple regression/correlation analysis for the behavioral sciences. Mahwah, NJ: Lawrence Erlbaum.
Comer, D.R., & Vega, G. (Eds.). 2011. Moral courage in organizations: Doing the right thing at work. Armonk, NY: M. E. Sharp.
Costa, P.T. Jr., & McCrae, R.R. 1992. Revised NEO Personality Inventory (NEO-PI-R) and the NEO Five-Factor (NEO-FFI) Inventory professional manual. Odessa, FL: Psychological Assessment Resources.
Council of Chief State School Officers. 2008. Educational leadership policy standards: ISLLC 2008. Washington, DC: Author.
Detert, J.R., Treviño, L.K., Burris, E.R., & Andiappan, M. 2007. Managerial modes of influence and counterproductivity in organizations: A longitudinal business-unit-level investigation. Journal of Applied Psychology, 92: 993–1005. http://dx.doi.org/10.1037/0021-9010.92A993 Detert, J.R., Treviño, L.K., & Sweitzer, V.L. 2008. Moral disengagement in ethical decision making: A study of antecedents and outcomes. Journal of Applied Psychology, 93: 374–91. http://dx.doi.org/10.1037/0021-9010.93.2.374 Evans, M.G. 1985. A Monte Carlo study of the effects of correlated method variance in moderated multiple regression analysis. Organizational Behavior and Human Decision Processes, 36: 305–23. http://dx.doi.org/10.1016/0749-5978(85)90002-0 Fornell, C., & Larcker, D.F. 1981. Evaluating structural equation models with unobserv-able variables and measurement error. Journal of Marketing Research, 18: 39–50. http://dx.doi.org/10.2307/3151312 Goldberg, L.R., Johnson, J.A., Eber, H.W., Hogan, R., Ashton, M.C., Cloninger, C.R., & Gough, H.G. 2006. The International Personality Item Pool and the future of public-domain personality measures. Journal of Research in Personality, 40: 84–96. http://dx.doi.org/10.1016/j.jrp.2005.08.007 Greenbaum, R.L., Mawritz, M.B., & Eissa, G. 2012. Bottom-line mentality as an antecedent of social undermining and the moderating roles of core self-evaluations and conscientiousness. Journal of Applied Psychology, 97: 343–59. http://dx.doi.org/10.1037/a0025217
Hannah, S.T., Avolio, B.J., & May, D.R. 2011. Moral maturation and moral conation: A capacity approach to explaining moral thought and action. Academy of Management Review, 36: 663–85.
Hayes, A.F. 2013. Introduction to mediation, moderation, and conditional process analysis. New York: Guilford.
Horn, J., Nelson, C.E., & Brannick, M.T. 2004. Integrity, conscientiousness, and honesty. Psychological Reports, 95: 27–38.
Howell, J.P., Dorfman, P.W., & Kerr, S. 1986. Moderator variables in leadership research. Academy of Management Review, 11: 88–102.
Judge, T.A., Locke, E.A., & Durham, C.C. 1997. The dispositional causes of job satisfaction: A core evaluations approach. Research in Organizational Behavior, 19: 151–88.
Judge, T.A., Piccolo, R.F., & Kosalka, T. 2009. The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. Leadership Quarterly, 20: 855–75. http://dx.doi.org/10.1016/j.leaqua.2009.09.004 Kacmar, K.M., Collins, B.J., Harris, K.J., & Judge, T.A. 2009. Core self-evaluations and job performance: The role of perceived work environment. Journal of Applied Psychology, 94: 1572–80. http://dx.doi.org/10.1037/a0017498 Kamdar, D., & Van Dyne, L. 2007. The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance. Journal of Applied Psychology, 92: 1286–98. http://dx.doi.org/10.1037/0021-9010.92.5.1286 Marcus, B., Hoft, S., & Riediger, M. 2006. Integrity tests and the five-factor model of personality: A review and empirical test of two alternative positions. International Journal of Selection and Assessment, 14: 113–20. http://dx.doi.org/10.1111/j.1468-2389.2006.00338.x Marinova, S.V., Moon, H., & Kamdar, D. 2013. Getting ahead or getting along? The two-facet conceptualization of conscientiousness and leadership emergence. Organization Science, 24: 1257–6. http://dx.doi.org/10.1287/orsc.1120.0781 Mawritz, M.B., Mayer, D.M., Hoobler, J.M., Wayne, S.J., & Marinova, S.V. 2012. A trickle-down model of abusive supervision. Personnel Psychology, 65: 325–57. http://dx.doi.org/10.1111/j.1744-6570.2012.01246.x Mayer, D.M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. 2009. How does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108: 1–13. http://dx.doi.org/10.1016/j.obhdp.2008.04.002 Mayer, D.M., Kuenzi, M., & Greenbaum, R.L. 2010. Examining the link between ethical leadership and employee misconduct: The mediating role of ethical climate. Journal of Business Ethics, 95: 7–16. http://dx.doi.org/10.1007/s10551-011-0794-0 McFerran, B., Aquino, K., & Duffy, M. 2010. How personality and moral identity relate to individuals’ ethical ideology. Business Ethics Quarterly, 20: 35–56. http://dx.doi.org/10.5840/beq20102014
Netemeyer, R.G., Bearden, W.O., & Sharma, S. 2003. Scaling procedures: Issues and applications. Thousand Oaks, CA: Sage.
Pearson, C.M., Andersson, L.M., & Porath, C.L. 2005. Workplace incivility. In Fox, S. & Spector, P.E. (Eds.), Counterproductive work behavior: Investigations of actors and targets, 177–200). Washington, DC: American Psychological Association.
Pearson, C.M., & Porath, C.L. 2005. On the nature, consequences and remedies of workplace incivility: No time for “nice”? Think again. Academy of Management Executive, 19: 7–18.
Peterson, C., & Seligman, M.E.P. 2004. Character strengths and virtues: A handbook and classification. New York: Oxford.
Porath, C., & Pearson, C. 2013. The price of incivility. Harvard Business Review, 91(1–2): 114–21.
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: 435–57. http://dx.doi.org/10.1007/s10551-010-0730-8 Riggio, R.E., Zhu, W., Reina, C., & Maroosis, J.A. 2010. Virtue-based measurement of ethical leadership: The Leadership Virtues Questionnaire. Consulting Psychology Journal: Practice and Research, 62: 235–50. http://dx.doi.org/10.1037/a0022286 Robinson, S.L., & Bennett, R.J. 1995. A typology of deviant workplace behaviors: A multidimensional scaling study. Academy of Management Journal, 38: 555–72. http://dx.doi.org/10.2307/256693
Scarpello, V., & Hayton, J.C. 2001. Identifying the sources of nonequivalence in measures of job satisfaction. In Schriesheim, C. A. & Neider, L.L. (Eds.), Equivalence in measurement: 131–60. Greenwich, CT: Information Age.
Schaubroeck, J.M., Hannah, S.T., Avolio, B.J., Kozlowski, S.W.J., Lord, R.G., Treviño, L.K., Dimotakis, N., & Peng, A.C. 2012. Embedding ethical leadership within and across organization levels. Academy of Management Journal, 55: 1053–78. http://dx.doi.org/10.5465/amj.2011.0064 Siemsen, E., Roth, A., & Oliveira, P. 2010. Common method bias in regression models with linear, quadratic, and interaction effects. Organizational Research Methods, 13: 456–76. http://dx.doi.org/10.1177/1094428109351241
Stronge, J.H. 2007. Qualities of effective teachers (2nd ed.). Alexandria, VA: ASCD Publications.
Treviño, L.K., Brown, M., & 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. http://dx.doi.org/10.1177/0018726703056001448 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): 128–42. http://dx.doi.org/10.2307/41166057
Twale, D., & DeLuca, B. 2008. Faculty incivility: The rise of the academic bully culture and what to do about it. San Francisco: Jossey-Bass.
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: 204–13. http://dx.doi.org/10.1016/j.obhdp.2010.11.002 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: 1275–86. http://dx.doi.org/10.1037/a0015848 Williams, L., Cote, J., & Buckley, M. 1989. Lack of method variance in self-reported affect and perceptions of work: Reality or artifact? Journal of Applied Psychology, 74: 462–68. http://dx.doi.org/10.1037/0021-9010.74.3.462 Witt, L.A., Andrews, M.C., & Carlson, D.S. 2004. When conscientiousness isn’t enough: Emotional exhaustion and performance among call center customer service representatives. Journal of Management, 30: 149–60. http://dx.doi.org/10.1016/j.jm.2003.01.007 Zhu, W., Riggio, R.E., Avolio, B.J., & Sosik, J.J. 2011. The effect of leadership on follower moral identity: Does transformational/transactional style make a difference? Journal of Leadership and Organizational Studies, 18: 150–63. http://dx.doi.org/10.1177/1548051810396714