01369pab a2200181 454500008004000000100002300040245006600063260000900129300001400138362001200152520084200164650001501006700001801021773001701039909001001056999001701066952010401083180718b2003   xxu||||| |||| 00| 0 eng d  aKhuntia, Rooplekha  aImpact of ethical leadership on subordinates' work behaviour?  c2003  ap.284-93.  aJul-Sep  aThe study examines whether ethical leadership at the top influences the middle-level managers' unethical practices and work behaviour. The sample comprised 340 middle-level managers from two private and two public sector manufacturing organizations who assessed their superior on ethical leadership. Irrespective of the nature of the firm and the age of the managers, the presence of an ethical leader at the top inhibited the middle-level managers' unethical practice such as manipulation and cheating. Also, an ethical superior enhanced subordinates' job performance, job involvement, affective commitment, intrinsic job satisfaction, extrinsic job satisfaction and ability to take the initiative. By and large, ethic al leaders at the top inhibited unethical practices and facilitated the work behaviour of subordinates. - Reproduced.  aLeadership  aSuar, Damodar  aProductivity  a59679  c59679d59679  00104070aIIPAbIIPAd2018-07-19hVolume no: 44, Issue no: 2pAR60124r2018-07-19w2018-07-19yAR