David M. Mayer
David M. Mayer
Professor of Management and Organizations, University of Michigan
Verified email at - Homepage
Cited by
Cited by
How low does ethical leadership flow? Test of a trickle-down model
DM Mayer, M Kuenzi, R Greenbaum, M Bardes, RB Salvador
Organizational behavior and human decision processes 108 (1), 1-13, 2009
Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership
DM Mayer, K Aquino, RL Greenbaum, M Kuenzi
Academy of management journal 55 (1), 151-171, 2012
Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification
FO Walumbwa, DM Mayer, P Wang, H Wang, K Workman, AL Christensen
Organizational behavior and human decision processes 115 (2), 204-213, 2011
Why employees do bad things: Moral disengagement and unethical organizational behavior
C Moore, JR Detert, L Klebe Treviņo, VL Baker, DM Mayer
Personnel psychology 65 (1), 1-48, 2012
Understanding organization-customer links in service settings
B Schneider, MG Ehrhart, DM Mayer, JL Saltz, K Niles-Jolly
Academy of management journal 48 (6), 1017-1032, 2005
Good soldiers and good actors: prosocial and impression management motives as interactive predictors of affiliative citizenship behaviors.
AM Grant, DM Mayer
Journal of applied psychology 94 (4), 900, 2009
Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader–member exchange in the diversity to turnover relationship.
LH Nishii, DM Mayer
Journal of applied psychology 94 (6), 1412, 2009
Examining the link between ethical leadership and employee misconduct: The mediating role of ethical climate
DM Mayer, M Kuenzi, RL Greenbaum
Journal of business ethics 95, 7-16, 2010
How do they get there? An examination of the antecedents of centrality in team networks
KJ Klein, BC Lim, JL Saltz, DM Mayer
Academy of Management Journal 47 (6), 952-963, 2004
A trickle‐down model of abusive supervision
MB Mawritz, DM Mayer, JM Hoobler, SJ Wayne, SV Marinova
Personnel psychology 65 (2), 325-357, 2012
Do servant-leaders help satisfy follower needs? An organizational justice perspective
DM Mayer, M Bardes, RF Piccolo
European Journal of Work and Organizational Psychology 17 (2), 180-197, 2008
Understanding attitudes toward affirmative action programs in employment: Summary and meta-analysis of 35 years of research.
DA Harrison, DA Kravitz, DM Mayer, LM Leslie, D Lev-Arey
Journal of Applied Psychology 91 (5), 1013, 2006
The precursors and products of justice climates: Group leader antecedents and employee attitudinal consequences
D Mayer, L Nishii, B Schneider, H Goldstein
Personnel psychology 60 (4), 929-963, 2007
Me or we? The role of personality and justice as other-centered antecedents to innovative citizenship behaviors within organizations.
H Moon, D Kamdar, DM Mayer, R Takeuchi
Journal of applied psychology 93 (1), 84, 2008
Trickle-down effects of supervisor perceptions of interactional justice: a moderated mediation approach.
ML Ambrose, M Schminke, DM Mayer
Journal of applied psychology 98 (4), 678, 2013
Leaders matter morally: The role of ethical leadership in shaping employee moral cognition and misconduct.
C Moore, DM Mayer, FFT Chiang, C Crossley, MJ Karlesky, TA Birtch
Journal of Applied Psychology 104 (1), 123, 2019
Breaking rules for the right reasons? An investigation of pro‐social rule breaking
JJ Dahling, SL Chau, DM Mayer, JB Gregory
Journal of Organizational Behavior 33 (1), 21-42, 2012
Encouraging employees to report unethical conduct internally: It takes a village
DM Mayer, S Nurmohamed, LK Treviņo, DL Shapiro, M Schminke
Organizational behavior and human decision processes 121 (1), 89-103, 2013
My boss is morally disengaged: The role of ethical leadership in explaining the interactive effect of supervisor and employee moral disengagement on employee behaviors
JM Bonner, RL Greenbaum, DM Mayer
Journal of Business Ethics 137, 731-742, 2016
When does self-sacrificial leadership motivate prosocial behavior? It depends on followers’ prevention focus.
D De Cremer, DM Mayer, M Van Dijke, BC Schouten, M Bardes
Journal of Applied Psychology 94 (4), 887, 2009
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