A growing body of research suggests that follower perceptions of ethical leadership are associated with beneficial follower outcomes. However, some empirical researchers have found contradictory results. In this study, we use social learning and social exchange theories to test the relationship between ethical leadership and follower work outcomes. Our results suggest that ethical leadership is related positively to numerous follower outcomes such as perceptions of leader interactional fairness and follower ethical behavior. Furthermore, we explore how ethical leadership relates to and is different from other leadership styles such as transformational and transactional leadership. Results suggest that ethical leadership is positively associated with transformational leadership and the contingent reward dimension of transactional leadership. With respect to the moderators, our results show mixed evidence for publication bias. Finally, geographical locations of study samples moderated some of the relationships between ethical leadership and follower outcomes, and employee samples from public sector organizations showed stronger mean corrected correlations for ethical leadershipfollower outcome relationships.

Research on academic plagiarism has typically focused on students as the perpetrators of unethical behaviors, and less attention has been paid to academic researchers as likely candidates for such behaviors. We examined 279 papers presented at the International Management division of the 2009 Academy of Management conference for the purpose of studying plagiarism among academics. Results showed that 25% of our sample had some amount of plagiarism, and over 13% exhibited significant plagiarism. This exploratory study raises an alarm regarding the inadequate monitoring of norms and professional activities associated with Academy of Management members.

Ostracism is a ubiquitous and inevitable part of human personal and professional lives. Despite its prevalence, organizational scholars have yet to provide a comprehensive review of the empirical literature on workplace ostracism. In this study, I use belongingness theory, conservation of resources theory, and need‐threat/need fortification theory to conduct a meta‐analysis of the relationships between the predictors and outcomes of workplace ostracism. My results suggest that experiences of workplace incivility and victim personality traits have a significant influence on the perceptions of workplace ostracism. I also found that self‐esteem partially mediates the relationship between workplace ostracism and work outcomes. In addition, workplace ostracism was related negatively to numerous health and work outcomes. Furthermore, national culture (collectivistic vs. individualistic cultures) of study samples moderated some of the proposed relationships. Finally, results from relative weight analyses revealed a unique contribution of workplace ostracism in the prediction of job satisfaction, although abusive supervision and interpersonal deviance were important predictors of OCBs and deviant work behaviors. I conclude with a discussion of these findings.

Scholars have proposed that paternalistic leaders may demonstrate authoritarianism, benevolence, and morality in their actions. In this study, I conduct a meta‐analysis of the relationships between paternalistic leadership and follower work outcomes. I found that authoritarian leadership is related negatively and benevolence and moral leadership are related positively to numerous follower outcomes. Results from relative weight analyses suggest unique contribution of paternalistic leadership over and above transformational leadership and leader member exchange (LMX) in the prediction of follower outcomes. Moreover, I found that LMX partially mediates the relationship between paternalistic leadership and follower outcomes. With respect to moderators, I found mixed evidence for publication status and power distance. Finally, studies that used Cheng et al.’s measurement showed weaker mean corrected correlations and employee samples from law enforcement organisations showed stronger mean corrected correlations for relationships between paternalistic leadership and follower work outcomes.