THE EFFECTS OF ETHICAL LEADERSHIP BEHAVIORS ON ORGANIZATIONAL DEVIANCE AND ORGANIZATIONAL IDENTIFICATION: THE MEDIATING ROLE OF ETHICAL CLIMATE AND PSYCHOLOGICAL SAFETY

Öz

Leaders are seen as role models in organizations, and their individual behaviors have effects on organizational deviance and organizational identification. Ethical leadership is not only a managerial approach but also a strategic factor shaping employee attitudes and behaviors within organizations. Identifying the psychological and contextual mechanisms through which ethical leadership reduces organizational deviance and enhances organizational identification is of considerable theoretical and practical importance. The aim of this study is to analyze the effects of ethical leadership behavior on organizational deviance and organizational identification. Furthermore, the mediating roles of ethical climate and psychological safety were also analyzed. To this end, survey methodology and stratified sampling were used. The sample consisted of 331 participants working in companies operating in the organized industrial zones of Kayseri and Malatya. According to the results of the analyses, ethical leadership was found to have a positive relationship with organizational identification and a negative relationship with organizational deviance. Furthermore, ethical climate and psychological safety were found to play a mediating role in the effects of ethical leadership behavior on organizational deviance and organizational identification.

Anahtar Kelimeler

• Ethical leadership
• ethical climate
• psychological safety
• organizational deviant behavior
• organizational identification.

Etik Beyan

During the data collection process, participants were informed in detail about the purpose and scope of the research, the principles of voluntariness, and the anonymity and confidentiality of the data, and their written consent was obtained. Participants were informed that they could withdraw from the study at any stage without providing a reason. Data will be stored in encrypted environments in accordance with the Personal Data Protection Law No. 6698 and will be securely destroyed when the legal retention period expires. The study was conducted in accordance with the principles of the Helsinki Declaration.

ÖRGÜTLERDE ETİK LİDERLİK DAVRANIŞLARININ ÖRGÜTSEL SAPMA VE ÖRGÜTSEL ÖZDEŞLEŞME ÜZERİNDEKİ ETKİLERİ: ETİK İKLİM VE PSİKOLOJİK GÜVENLİĞİN ARACI ROLÜ

Öz

Liderler, kurumlarda rol model olarak görülürler ve liderlerin bireysel davranışlarının örgütsel sapma ve örgütsel özdeşleşme üzerinde etkileri vardır. Etik liderlik, örgütlerde yalnızca yönetsel bir yaklaşım değil, aynı zamanda çalışan tutum ve davranışlarını şekillendiren stratejik bir unsurdur. Özellikle etik liderliğin örgütsel sapma davranışlarını azaltma ve örgütsel özdeşleşmeyi güçlendirme potansiyelinin, hangi psikolojik ve bağlamsal mekanizmalar aracılığıyla gerçekleştiğinin ortaya konulması kuramsal ve uygulamalı açıdan önem taşımaktadır. Bu çalışmanın amacı, etik liderlik davranışının örgütsel sapma ve örgütsel özdeşleşme üzerindeki etkilerini incelemektir. Ayrıca, etik iklim ve psikolojik güvenliğin aracı rolleri de incelenmiştir. Bu amaçla, anket metodolojisi ve tabakalı örnekleme yöntemi kullanılmıştır. Örneklem, Kayseri ve Malatya organize sanayi bölgelerinde faaliyet gösteren firmalarda çalışan 331 katılımcıdan oluşmaktadır. Yapılan analizlerin sonuçlarına göre, etik liderliğin örgütsel özdeşleşme üzerinde pozitif ve örgütsel sapma arasında negatif ilişkisi olduğu tespit edilmiştir. Ayrıca, etik iklim ve psikolojik güvenliğin etik liderlik davranışının örgütsel sapma ve örgütsel özdeşleşme üzerindeki etkilerinde aracı rol oynadığı tespit edilmiştir.

Anahtar Kelimeler

• Etik liderlik
• etik iklim
• psikolojik güvenlik
• örgütsel sapkın davranış
• örgütsel özdeşleşme.

Kaynakça

1. Ali, M., Usman, M., Khan, M. A. S., Shafique, I., & Mughal, F. (2024). “Articulating Cognizance About What to Hide What not”: Insights into Why and When Ethical Leadership Regulates Employee Knowledge-Hiding Behaviors. Journal of Business Ethics, 190(4), 885-895. https://doi.org/10.1007/s10551.023.05426-9
2. Allen, S., & Fry, L. W. (2023). A framework for leader, spiritual, and moral development. Journal of Business Ethics, 184(3), 649-663. https://doi.org/10.1007/s10551.022.05116-y
3. Appelbaum, S. H., Deguire, K. J., & Lay, M. (2005). The relationship of ethical climate to deviant workplace behaviour. Corporate Goandrnance. The International Journal of Business in Society, 5(4), 43-55. https:// doi.org/10.1108/147.207.00510616587
4. Aranzamendez, G., James, D., & Toms, R. (2015). Finding antecedents of psychological safety: A step toward quality improandment. Nursing Forum, 50(3), 171-178. https://doi.org/10.1111/nuf.12084
5. 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(4), 573-582. https://doi.org/10.1007/s10551.010.0610-2
6. Baird, K., Jia Hu, K., & Reeand, R. (2011). The relationships between organizational culture, total quality management practices and operational performance. International Journal of Operations & Production Management, 31(7), 789-814. https://doi.org/10.1108/014.435.71111144850
7. Bandura, A. (1977). Social learning theory. Prentice Hall.
8. Bayın, G. & Yeşilaydın, G. T. (2014). Hemşirelerde örgütsel sapkın davranışının analizi: Bir üniversite hastanesi örneği. İşletme Araştırmaları Dergisi, 6(3), 81-107.

9. Bedi, A., Alpaslan, C. M., & Green, S. (2016). A meta‐analytic review of ethical leadership outcomes and moderators. Journal of Business Ethics, 139(3), 517–536.
10. Belias, D., & Koustelios, A. (2014). Organizational culture and job satisfaction: A review. International Review of Management and Marketing, 4(2), 132-149.
11. Benevene, P., & Cortini, M. (2010). Interaction between structural capital and human capital in Italian NPOs: Leadership, organizational culture and human resource management. Journal of Intellectual Capital, 11(2), 123-139. https://doi.org/10.1108/146.919.31011039642
12. Bennett, R. J. & Robinson, S. L. (2000). Development of measure of workplace deviance, Journal of Applied Psychology, 85(3), 349-363
13. Berkman, U. & Arslan, M. (2009), Dünyada ve Türkiye’de iş etiği ve etik yönetimi, Tüsiad Yayınları, İstanbul
14. Berry, C. M., Ones, D. S., & Sackett, P. R. (2007). Interpersonal Deviance, Organizational Deviance, and their Common Correlates: A Review and Meta-Analysis. Journal of Applied Psychology, 92(2), 410-424.
15. Biçkes, D. M., Yılmaz, C. & Bakkal, H. (2017). A leader and a symbol personality: Necmettin Erbakan, Turkish Studies, 12(8), 51-70.
16. Biron, M. (2010). Negative reciprocity and the association between perceived organizational ethical values and organizational deviance. Human Relations, 63(6), 875-897.
17. Blader, S. L., Patil, S., & Packer, D. J. (2017). Organizational identification and workplace behavior: More than meets the eye. Research in Organizational Behavior, 37, 19-34.
18. Brown, M. E. (2007). Misconceptions of ethical leadership: How to avoid potential pitfalls. Organizational Dynamics, 36(2), 140-155.
19. Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
20. 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(2), 117 134.
21. Callea, A., Urbini, F., & Chirumbolo, A. (2016). The mediating role of organizational identification in the relationship between qualitatiand job insecurity, OCB and job performance. Journal of Management Development, 35(6), 735-746.
22. Cao, W., Li, P., C. van der Wal, R., & W. Taris, T. (2023). Leadership and workplace aggression: A meta-analysis. Journal of Business Ethics, 186(2), 347-367.
23. Carmeli, A., & Gittell, J. H. (2009). High-quality relationships, psychological safety, and learning from failures in work organizations. Journal of Organizational Behavior, 30(6), 709-729.
24. Carmeli, A., Gilat, G., & Waldman, D. A. (2007). The role of perceived organizational performance in organizational identification, adjustment and job performance. Journal of Management Studies, 44(6), 972-992.
25. Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusiand leadership and employee involandment in creatiand tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250-260.
26. Carmeli, A., Sheaffer, Z., Binyamin, G., Reiter Palmon, R., & Shimoni, T. (2014). Transformational leadership and creatiand problem solving: The mediating role of psychological safety and reflexivity. The Journal of Creatiand Behavior, 48(2), 115-135.
27. Cherchem, N. (2017). The relationship between organizational culture and entrepreneurial orientation in family firms: Does generational involandment matter?. Journal of Family Business Strategy, 8(2), 87-98.
28. Chi, G. C., & Chi, J. L. (2016). The impact of ethical climate on corporate social responsibility and organizational commitment among christian healthcare providers. International Journal of Business & Public Administration, 13(2), 16-43.
29. Chughtai, A. A. (2016). Servant Leadership and Follower Outcomes: Mediating Effects of Organizational Identification and Psychological Safety. The Journal of Psychology, 150(7), 866-880.
30. Cullen, J. B., Parboteeah, K. P., & Victor, B. (2003). The effects of ethical climates on organizational commitment: A two-study analysis. Journal of Business Ethics, 46(2), 127-141.
31. Davidovitz, R., Mikulincer, M., Shaver, P.R., Izsak, R. & Popper, M. (2007), Leaders as attachment figures: Leaders’ attachment orientations predict leadership-related mental representations and followers’ performance and mental health. Journal of Personality and Social Psychology, 93(3), 632-650.
32. DeConinck, J. B. (2011). The effects of ethical climate on organizational identification, supervisory trust, and turnoandr among salespeople. Journal of Business Research, 64(6), 617-624.
33. Demirtaş, Ö., & Üstün, Ö. Etik liderliğin örgütsel aidiyete etkisinde psikolojik rahatlığın aracı rolü. European Journal of Managerial Research, 8(14), 49-58.
34. Dickson, M.W., Smith, D.B., Grojean, M.W. & Ehrhart, M. (2001), An organizational climate regarding ethics: The outcome of leader values and the practices that reflect them, The Leadership Quarterly 12(2), 197 218.
35. Duh, M., Belak, J., & Milfelner, B. (2010). Core values, culture and ethical climate as constitutional elements of ethical behaviour: Exploring differences between family and non-family enterprises. Journal of Business Ethics, 97(3), 473-489.
36. Dukerich, J. M., Golden, B. R., & Shortell, S. M. (2002). Beauty is in the eye of the beholder: The impact of organizational identification, identity, and image on the cooperatiand behaviors of physicians. Administratiand Science Quarterly, 47(3), 507-533.
37. Dutton, J. E., Dukerich, J. M., & Harquail, C. V. (1994). Organizational images and member identification. Administratiand Science Quarterly, 39(2), 239-263.
38. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383
39. Edmondson, A. C. (2003). Speaking up in the operating room: How team leaders promote learning in interdisciplinary action teams. Journal of Management Studies, 40(6), 1419-1452.
40. Edmondson, A. C., & Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), 23-43.
41. Edmondson, A. C., & Mogelof, J. P. (2006). Explaining psychological safety in innovation teams: Organizational culture, team dynamics, or personality. (ed.: Leigh Thompson and Hoon Seok Choi), In Creativity and innovation in organizational teams, 109-136.
42. Edmondson, A. C., Bohmer, R. M., & Pisano, G. P. (2001). Disrupted routines: Team learning and new technology implementation in hospitals. Administratiand Science Quarterly, 46(4), 685-716.
43. Eggers, J. T. (2011). Psychological safety influences relationship behavior. Corrections Today, 73(1), 60-61.
44. Erkutlu, H., & Chafra, J. (2015). The mediating roles of psychological safety and employee voice on the relationship between conflict management styles and organizational identification. American Journal of Business, 30(1), 72-91.
45. Fagbohungbe, B. O., Akinbode, G. A., & Ayodeji, F. (2012). Organizational determinants of workplace deviant behaviours: An empirical analysis in Nigeria. International Journal of Business and Management, 7(5), 207-221.
46. Ferris, D.L., Brown, D.J., & Heller, D. (2009). Organizational Supports and Organizational Deviance: The Mediating Role of Organization-based Self-Esteem, Organizational Behavior and Human Decision Processes, 108(2), 279-286.
47. Flynn, G. (2008), The virtuous manager: A vision for leadership in business, Journal of Business Ethics, 78(3), 359-372
48. Gill, S. S., Haider, S., & Noreen, S. (2016). Linking Ethical leadership with organizational deviance and CSR: Empirical review. Asian Journal of Multidisciplinary Studies, 4(6), 23-28.
49. Gini, A. (1997). Moral leadership and business ethics. Journal of Leadership Studies, 4(4), 64-81.
50. Hannah, S.T., Sumanth, J.J., Lester, P., & Cavarretta, F. (2014). Debunking the false dichotomy of leadership idealism and pragmatism: Critical evaluation and support of newer genre leadership theories. Journal of Organizational Behavior, 35(5), 598-621.
51. Haq, S. (2011). Ethics and leadership skills in the public service. Procedia-Social and Behavioral Sciences, 15, 2792-2796.
52. Harris, J.R. (1990), Ethical values of individuals at different levels in the organizational hierarchy of a single firm. Journal of Business Ethics, 9(9), 741-750
53. Hartnell, C. A., Ou, A. Y., & Kinicki, A. (2011). Organizational culture and organizational Effectiveness: a meta analytic inandstigation of the competing values framework’s theoretical suppositions. Journal of Applied Psychology, 96(4), 677-694.
54. Haslam, S. A. (2004). Psychology in Organizations: The social identity approach. London: SAGE Publications Inc.
55. Hershcovis, M. S., & Barling, J. (2010). Comparing victim attributions and outcomes for workplace aggression and sexual harassment. Journal of Applied Psychology, 95(5), 874.
56. Hershcovis, S. M., Turner, N., Barling, J., Arnold, K. A., Dupre, K. E., Inness, M., et al. (2007). Predicting workplace aggression: A meta-analysis. Journal of Applied Psychology, 92(1), 228–238.
57. Hosseini, E., & Ferreira, J. J. (2023). The impact of ethical leadership on organizational identity in digital startups: does employee voice matter?. Asian Journal of Business Ethics, 12(2), 369-393.
58. Hsieh, H. H., & Wang, Y. D. (2016). Linking perceived ethical climate to organizational deviance: The cognitive, affective, and attitudinal mechanisms. Journal of Business Research, 69(9), 3600-3608.
59. Iplik, E., Iplik, F. N., & Efeoglu, I. E. (2014). Çalısanların örgütsel destek algılarının örgütsel vatandaşlık davranışı üzerindeki etkisinde örgütsel özdeşleşmenin rolü. Uluslararası İktisadi ve İdari İncelemeler Dergisi, 6(12), 109-122.
60. Javed, B., Rawwas, M. Y., Khandai, S., Shahid, K., & Tayyeb, H. H. (2018). Ethical leadership, trust in leader and creativity: The mediated mechanism and an interacting effect. Journal of Management & Organization, 24(3), 388-405.
61. Khan, P. R. (2016). Impact of Ethical leadership on Followers’ Organizational Deviance, Mediating role of Psychosocial Safety Climate, Moderating role of Union Commitment A Study in the Context of Pakistan. Jinnah Business Review, 4(2), 9-22.
62. Knapp, J. R., Smith, B. R., & Sprinkle, T. A. (2014). Clarifying the relational ties of organizational belonging: Understanding the roles of perceived insider status, psychological ownership, and organizational identification. Journal of Leadership & Organizational Studies, 21(3), 273-285.
63. Ko, C., Ma, J., Bartnik, R., Haney, M. H., & Kang, M. (2018). Ethical leadership: An integratiand review and future research agenda. Ethics & Behavior, 28(2), 104-132.
64. Kose, T., & Kose, S. D. (2016). The Effect of Ethical Leadership on Perceived Organizational Identification: The Mediating Role of Ethical Climate. The International Journal of Business & Management, 4(1), 368-374.
65. Kreiner, G. E., & Ashforth, B. E. (2004). Evidence toward an expanded model of organizational identification. Journal of Organizational Behavior, 25(1), 1-27.
66. Lau, P. Y. Y., Tong, J. L. T., Lien, B. Y. H., Hsu, Y. C., & Chong, C. L. (2017). Ethical work climate, employee commitment and proactive customer service performance: Test of the mediating effects of organizational politics. Journal of Retailing and Consumer Services, 35, 20-26.
67. Law, R., Dollard, M. F., Tuckey, M. R., & Dormann, C. (2011). Psychosocial safety climate as a lead indicator of workplace bullying and harassment, job resources, psychological health and employee engagement. Accident Analysis & Prevention, 43(5), 1782-1793.
68. Lee, E. S., Park, T. Y., & Koo, B. (2015). Identifying organizational identification as a basis for attitudes and behaviors: A meta-analytic review. Psychological Bulletin, 141(5), 1049-1080.
69. Lee, S. H., Hur, W. M., & Shin, Y. (2023). Struggling to stay engaged during adandrsity: A daily inandstigation of frontline service employees’ job insecurity and the moderating role of ethical leader behavior. Journal of Business Ethics, 184(1), 281-295.
70. Li, A., Liao, C., Shao, P., & Huang, J. (2022). Angry but not deviant: Employees’ prior-day deviant behavior toward the family buffers their reactions to abusiand supervisory behavior. Journal of Business Ethics, 177(3), 683-697.
71. Liu, W., Zhang, P., Liao, J., Hao, P., & Mao, J. (2016). Abusiand supervision and employee creativity: the mediating role of psychological safety and organizational identification. Management Decision, 54(1), 130-147.
72. Lopez, T. B., Babin, B. J., & Chung, C. (2009). Perceptions of ethical work climate and person–organization fit among retail employees in Japan and the US: A cross-cultural scale validation. Journal of Business Research, 62(6), 594-600.
73. Mael, F., & Ashforth, B. E. (1992). Alumni and their alma mater: A partial test of the reformulated model of organizational identification. Journal of Organizational Behavior, 13(2), 103-123.
74. Mawritz, M. B., Mayer, D. M., Hoobler, J. M., Wayne, S. J., & Marinova, S. V. (2012). A Trickle-down Model of Abusiand Supervision. Personnel Psychology, 65(2), 325-357.
75. 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(1), 151-171.
76. 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(1), 7-16.
77. 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), 1–13.
78. Miao, Q., Newman, A., Yu, J., & Xu, L. (2013). The relationship between ethical leadership and unethical pro organizational behavior: Linear or curvilinear effects?. Journal of Business Ethics, 116(3), 641-653.
79. Mishra, M., Ghosh, K., & Sharma, D. (2021). Unethical pro-organizational behavior: A systematic review and future research agenda. Journal of Business Ethics, 179(1) 63-87.
80. Mitchell, M.S. & Ambrose, M. L. (2007). Abusiand supervision and workplace deviance and the moderating effects of negative reciprocity beliefs, Journal of Applied Psychology, 92(4), 1159-1174.
81. Moriano, J. A., Molero, F., Topa, G., & Mangin, J. P. L. (2014). The influence of transformational leadership and organizational identification on intrapreneurship. International Entrepreneurship and Management Journal, 10(1), 103-119.
82. Nakip, M. (2003). Pazarlama araştırmaları teknikler and (SPSS destekli) uygulamalar. Seçkin Yayıncılık.
83. Neubert, M.J., Carlson, D.S, Kacmar, K.M., Roberts, J.A. & Chonko, B.L. (2009), “The virtuous influence of ethical leadership behavior: Evidence from the field”, Journal of Business Ethics, 90(2), 157-170
84. Nyaw, M.K. & Ng, I., (1994), “A comparatiand analysis of ethical beliefs: A four country study”, Journal of Business Ethics, 13(7), 543-555
85. Okçu, V. (2014). Ortaöğretim Okulu Yöneticilerinin Etik Liderlik Davranışları ile Öğretmenlerin Örgütsel Bağlılıkları Arasındaki İlişki. Kuram ve Uygulamada Eğitim Yönetimi Dergisi, 20(4), 501-524.
86. Ozgener S. (2009), İş ahlakının temelleri: Yönetsel bir yaklaşım, Nobel Yayın Dağıtım, Ankara
87. Özdoğru, M., & Sarıer, Y. (2024). The relationship of ethical leadership with teachers’ organizational behavior, attitudes, and perceptions: A meta-analysis study. Humanities and Social Sciences Communications, 11(1), 1-14.
88. Peterson, D. K. (2002). Deviant workplace behavior and the organization’s ethical climate. Journal of Business and Psychology, 17(1), 47-61.
89. Podsakoff, P. M., & Organ, D. W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12(4), 531-544.
90. Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63(1), 539-569.
91. Qi, Y., & Ming-Xia, L. (2014). Ethical leadership, organizational identification and employee voice: Examining moderated mediation process in the Chinese insurance industry. Asia Pacific Business Review, 20(2), 231-248.
92. Qin, X., Huang, M., Hu, Q., Schminke, M., & Ju, D. (2018). Ethical leadership, but toward whom? How moral identity congruence shapes the ethical treatment of employees. Human Relations, 71(8), 1120-1149.
93. Robinson, S. L., & Bennett, R. J. (1995). A typology of deviant workplace behaviors: A multidimensional scaling study. Academy of Management Journal, 38(2), 555-572.
94. Roussin, C. J., & Webber, S. S. (2012). Impact of organizational identification and psychological safety on initial perceptions of coworker trustworthiness. Journal of Business and Psychology, 27(3), 317-329.
95. Sağnak, M. (2017). Ethical Leadership and Teachers’ Voice Behavior: The Mediating Roles of Ethical Culture and Psychological Safety. Kuram ve Uygulamada Eğitim Bilimleri, 17(4), 973-989.
96. Schminke, M., Ambrose, M. L., & Neubaum, D. O. (2005). The effect of leader moral development on ethical climate and employee attitudes. Organizational Behavior and Human Decision Processes, 97(2), 135-151.
97. Shin, Y. (2012). CEO ethical leadership, ethical climate, climate strength, and collective organizational citizenship behavior. Journal of Business Ethics, 108(3), 299-312.
98. Szczepańska-Woszczyna, K. (2015). Leadership and organizational culture as the normative influence of top management on employee’s behaviour in the innovation process. Procedia Economics and Finance, 34, 396-402.
99. Tajfel, H., & Turner, J. C. (1979). An integrative theory of intergroup conflict. In W. G. Austin & S. Worchel (Eds.), The social psychology of intergroup relations (pp. 33–47). Brooks/Cole.
100. Tepper, B.J., Carr, J.C., Breaux, D.M., Geider, S., Hu, C., & Hua, W. (2009). Abusiand supervision, intentions to quit, and employees’ workplace deviance: A power/dependence analysis. Organizational Behavior and Human Decision Processes, 109(2), 156-167.
101. Treviño, L. K. (1986). Ethical decision making in organizations: A person-situation interactionist model. Academy of Management Review, 11(3), 601-617.
102. Treviño, L. K., Hartman, L. P., & Brown, M. (2000). Moral person and moral manager: How executiands develop a reputation for ethical leadership. California Management Review, 42(4), 128-142.
103. Tuna, M., & Yeşiltaş, M. (2014). Etik iklim, işe yabancılaşma and örgütsel özdeşleşmenin işten ayrılma niyeti üzerindeki etkisi: Otel işletmelerinde bir araştırma. Anatolia: Turizm Araştırmaları Dergisi, 25(1), 105 117.
104. Van Dick, R., Grojean, M. W., Christ, O., & Wieseke, J. (2006). Identity and the extra mile: Relationships between organizational identification and organizational citizenship behaviour. British Journal of Management, 17(4), 283-301.
105. 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 attentiandness. The Leadership Quarterly, 26(2), 190-203.
106. Van Knippenberg, D., Van Dick, R., & Tavares, S. (2007). Social identity and social exchange: Identification, support, and withdrawal from the job. Journal of Applied Social Psychology, 37(3), 457-477.
107. Vardi, Y. & Wiener, Y. (1996). Misbehavior in Organizations: A Motivational Framework. Organization Science, 7(2), 151-165.
108. Victor, B., & Cullen, J. B. (1988). The organizational bases of ethical work climates. Administratiand Science Quarterly, 33(1), 101-125.
109. 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(5), 1275-1286.
110. 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(2), 204-213.
111. Wiewiora, A., Trigunarsyah, B., Murphy, G., & Coffey, V. (2013). Organizational culture and willingness to share knowledge: A competing values perspective in Australian context. International Journal of Project Management, 31(8), 1163-1174.
112. Worchel (Eds.), The social psychology of intergroup relations (pp. 33–47). Brooks/Cole.
113. Yener, S. (2015). Psikolojik Rahatlık Ölçeğinin Türkçe Formunun Geçerlik ve Güvenirlik Çalışması. Sosyal Bilimler Araştırmaları Dergisi, 5(13), 280-305.
114. Yeşiltaş, M., Tuna, M., & Ghazzawi, I. (2017). Ethical Leadership and Ethical Climate as the Determinants of Organizational Identification in Hotel Establishments in Turkey. International Leadership Journal, 9(3), 47-93.
115. Yi, H., Hao, P., Yang, B., & Liu, W. (2016). How Leaders’ Transparent Behavior Influences Employee Creativity The Mediating Roles of Psychological Safety and Ability to Focus Attention. Journal of Leadership & Organizational Studies, 24(3), 335-344. https://doi.org/10.1177/154.805.1816670306
116. Zaal, R. O., Jeurissen, R. J., & Groenland, E. A. (2017). Organizational Architecture, Ethical Culture, and Perceived Unethical Behavior Towards Customers: Evidence from Wholesale Banking. Journal of Business Ethics, 158(3), 825-848. https://doi.org/10.1007/s10551.017.3752-7
117. Zohar, D., & Luria, G. (2005). A multilevel model of safety climate: cross-level relationships between organization and group-level climates. Journal of Applied Psychology, 90(4), 616-628.