Leadership and ethical justice behavior in a high moral intensity operational context

Military Psychology

Volumn 22, Issue SUPPL. 1, 2010, Pages

  Olsen, Olav Kjellevold ^a   Eid, Jarle ^b   Larsson, Gerry ^c  

^a Royal Norwegian Naval Academy   (Norway)

^b UNIVERSITY OF BERGEN   (Norway)

^c SWEDISH NATIONAL DEFENCE COLLEGE   (Sweden)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 77951233529     PISSN: 08995605     EISSN: None     Source Type: Journal    
DOI: 10.1080/08995601003644437     Document Type: Article

References (49)

1. Aron, A., Aron, N. A., & Coups, E. J. (2006). Statistics for psychology (4th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
2. Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice-Hall.
3. Barling, J., Slater, F., & Kelloway, E. K. (2000). Transformational leadership and emotional intelligence: An exploratory study. Leadership & Organization Development Journal, 21, 157-161.
4. Bartone, P. T. (2004). Understanding prisoner abuse at Abu Ghraib: Psychological considerations and leadership implications. The Military Psychologist, 20, 12-16.
5. Bass, B. M. (1998). Transformational leadership: Industrial, military, and educational impact. Mahwah, NJ: Lawrence Erlbaum.
6. Bass, B. M., & Avolio, B. J. (1995). Transformational leadership development: Manual for the Multifactor Leadership Questionnaire. Palo Alto, CA: Consulting Psychologists Press.
7. Bass, B. M., Avolio, B. J., Jung, D. I., & Beson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88, 207-218.
8. Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum.
9. Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10, 181-217.
10. Beauchamp, T. L., & Childress, J. F. (1994). Principles of biomedical ethics (4th ed.). New York: Oxford University Press.
11. Beu, D. S., & Buckley, M. R. (2004). This is war: How the politically astute achieve crimes of obedience through the use of moral disengagement. The Leadership Quarterly, 15, 551-568.
12. Blasi, A. (1980). Bridging moral cognition and moral action: A critical review of the literature. Psychological Bulletin, 88, 1-45.
13. Brown, M. E., & Trevino, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 596-616.
14. Brown, M. E., Trevino, L. K., & Harrison, D. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117-134.
15. Burns, J. M. (1978). Leadership. New York: Harper & Row.
16. Chan, A., Hannah, S. T., & Gardner, W. L. (2005). Veritable authentic leadership: Emergence, functioning and impacts. In W. L. Gardner, B. T. Avolio, & F. O. Walumbwa (Eds.), Authentic leadership theory and practice: Origins, effects and development (pp. 3-41). New York: Elsevier.
17. Eid, J., Johnsen, B. H., Brun, W., Laberg, J. C., Larsson, G., & Nyhus, J. K. (2004). Situational awareness and transformational leadership: An exploratory study. Military Psychology, 16, 203-209.
18. Eid, J., & Morgan, C. A., III. (2006). Dissociation, hardiness and objective performance in military cadets participating in survival training. Military Medicine: An International Journal, 171, 436-442.
19. Erdogan, B., Liden, R. C., & Kraimer, M. L. (2006). Justice and leader-member exchange: The moderating role of organizational culture. Academy of Management Journal, 49, 395-406.
20. Gibbs, J. C. (2004). Moral development and reality: Beyond the theories of Kohlberg and Hoffman. Thousand Oaks, CA: Sage.
21. Greenberg, J., & Colquitt, J. A. (2005). Handbook of organizational justice. Mahwah, NJ: Lawrence Erlbaum.
22. Halverson, S. K., Holladay, C. L., Kazama, S. M., & Quinones, M. A. (2004). Self-sacrificial behavior in crisis situations: The competing roles of behavioral and situational factors. The Leadership Quarterly, 15(2), 263-275.
23. Jones, T. M. (1991). Ethical decision making by individuals in organizations: An issue-contingent model. Academy of Management Review, 16(2), 366-395.
24. Kolditz, T. A., & Brazil, D. M. (2005). Authentic leadership in in extremis settings: A concept for extraordinary leaders in exceptional situations. In W. L. Gardner, B. Avolio, & F. O. Walumbwa (Eds.), Authentic leadership theory and practice: Origins, effects and development (pp. 345-356). Oxford: Elsevier.
25. Kuhnert, K. W., & Lewis, P. (1987). Transactional and transformational leadership: A constructive/developmental analysis. Academy of Management Review, 12, 648-657.
26. Laberg, J. C., Eid, J., Johnsen, B. H., Eriksen, B. S., & Zachariassen, K. K. (2000). Coping with interrogations. In C. McCann & R. Pigeau (Eds.), The human in command: Exploring issues in military social science (pp. 333-334). Dordrecht: Kluwer Academic Publishers.
27. Lowe, K., Kroeck, K. G., & Sivasubrahmaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review. Leadership Quarterly, 7, 385-425.
28. Ludwig, D., & Longenecker, C. O. (1993). The Batsheba syndrome: The ethical failure of successful leaders. Journal of Business Ethics, 12, 265-273.
29. Matthews, M. D., Eid, J., Kelly, D., Bailey, K. S., & Peterson, C. (2006). Character strengths and virtues of developing military leaders: An international comparison. Military Psychology, 18(Suppl.), 57-68.
30. 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.
31. Nissestad, O. A. (2007). Leadership development: An empirical study of effectiveness of the leadership development program at the Royal Norwegian Naval Academy and its impact on preparing officers to execute leadership in today's conflicts and the conflicts in the years ahead. Bergen: Norwegian School of Economics and Business Administration.
32. Olsen, O., Eid, J., & Johnsen, B. H. (2006). Moral behavior and transformational leadership in Norwegian naval cadets. Military Psychology, 18, 37-56.
33. Parry, K. W., & Proctor-Thomson, S. B. (2002). Perceived integrity of transformational leaders in organisational settings. Journal of Business Ethics, 35, 75-96.
34. Pillai, R. P., Schriesheim, C. A., & Williams, E. S. (1999). Fairness perceptions and trust as mediators for transformational and transactional leadership: A two sample study. Journal of Management, 25, 897-933.
35. Prigonin, I. (1997). The end of certainty: Time, chaos, and the new laws of nature. New York: The Free Press.
36. Rest, J., & Narvàez, D. (1994). Moral development in the professions: Psychology and applied ethics. Hillsdale, NJ: Lawrence Erlbaum.
37. Rest, J., Narvaez, D., Bebeau, M. J., & Thoma, S. J. (1999). Postconventional moral thinking. A Neo-Kohlbergian approach. Mahwah, NJ: Lawrence Erlbaum.
38. Scandura, T. A. (1999). Rethinking leader member exchange: An organizational justice perspective. Leadership Quarterly, 10, 25-40.
39. Shay, J. (1994). Achilles in Vietnam. New York, NY: Athenum Press.
40. Stevens, C. U., D'Intio, R. S., & Victor, B. (1995). The moral quandary of transformational leadership: Change for whom? Research in Organizational Change and Development, 8, 123-143.
41. Tenbrunsel, A. E., & Smith-Crowe, K. (2008). Ethical decision making: Where we have been and where we are going. The Academy of Management Annals, 2, 545-607.
42. Todorov, T. (1996). Facing the extreme: Moral life in the concentration camps. New York: Owl Books.
43. Turner, N., Barling, J., Epitropaki, O., Butcher, V., & Milner, C. (2002). Transformational leadership and moral reasoning. Journal of Applied Psychology, 87, 304-311.
44. U.S. Department of the Army. (1999). Army leadership: Be, know, do (Army Field Manual 22-100). Washington, DC: Author.
45. U.S. Department of the Army. (2006a). Army leadership: Competent, confident, and agile (Army Field Manual 6-22). Washington, DC: Author.
46. U.S. Department of the Army. (2006b). Human intelligence collector operations (Army Field Manual 2-22.3). Washington, DC: Author.
47. Waldman, D. A., Bass, B. M., & Yammarino, F. J. (1990). Adding to contingent-reward behavior: The augmenting effect of charismatic leadership. Group & Organizational Studies, 15, 381-394.
48. Walker, C. W. (2006). Morality, self-interest, and leaders in international affairs. The Leadership Quarterly, 17, 138-145.
49. Walumbwa, F. O., Wu, C., & Orwa, B. (2008). Contingent reward transactional leadership, work attitudes, and organizational citizenship behavior: The role of procedural justice climate perceptions and strength. The Leadership Quarterly, 19, 251-265.