[26] Acemoglu, D. and M. Jackson (2013), “History, expectations, and leadership in the evolution of social norms”, Review of Economic Studies, Vol. 82/2, pp. 423-456, https://doi.org/10.1093/restud/rdu039.
[12] Ajzenman, N. (2021), “The Power of Example: Corruption Spurs Corruption”, American Economic Journal: Applied Economics, Vol. 13/2, pp. 230-57, https://doi.org/10.1257/APP.20180612.
[58] Argyropoulou, E. and A. Spyridakis (2022), “Tools Detecting and/or Measuring Ethical Leadership: A Systematic Literature Review”, International Journal of Organizational Leadership, pp. 141-163.
[79] Atzmüller, C. and P. Steiner (2010), “Experimental vignette studies n survey research”, Methodology, Vol. 6/3, pp. 128-138, https://doi.org/10.1027/1614-2241/a000014.
[68] Australian Public Service Commission (2022), State of the Service Report 2021-22, Australian Government, https://www.apsc.gov.au/working-aps/state-of-service/2022/report.
[34] Bandura, A. (1977), Social Learning Theory, Prentice-Hall, Englewood Cliffs, NJ.
[38] Berry, B. (2004), “Organizational Culture: A Framework and Strategies for Facilitating Employee Whistleblowing”, Employee Responsibilities and Rights Journal, Vol. 16, pp. 1-11, https://doi.org/10.1023/B:ERRJ.0000017516.40437.b1.
[43] Bhal, K. and A. Dadhich (2011), “Impact of Ethical Leadership and Leader-Member Exchange on Whistle Blowing: The Moderating Impact of the Moral Intensity of the Issue”, Journal of Business Ethics, Vol. 103/3, pp. 485-496, https://doi.org/10.1007/s10551-011-0876-z.
[8] Bicchieri, C. (2017), Norms in the wild: How to diagnose, measure, and change social norms, Oxford University Press, Oxford, https://doi.org/10.1093/ACPROF:OSO/9780190622046.001.0001.
[7] Bicchieri, C. (2005), The grammar of society: The nature and dynamics of social norms, Cambridge University Press, Cambridge, https://doi.org/10.1017/CBO9780511616037.
[74] Brown, M. (2007), “Misconceptions of ethical leadership: How to avoid potential pitfalls”, Organizational Dynamics, Vol. 36/2, pp. 140-155, https://doi.org/10.1016/j.orgdyn.2007.03.003.
[22] Brown, M., L. Treviño and D. Harrison (2005), “Ethical Leadership: A social learning perspective for construct development and testing”, Organizational Behaviour and Human Decision Processes, Vol. 97/2, pp. 117-134, https://doi.org/10.1016/j.obhdp.2005.03.002.
[24] Chancellor, J. et al. (2018), “Everyday prosociality in the workplace: The reinforcing benefits of giving, getting, and glimpsing”, Emotion, Vol. 18/4, pp. 507-517, https://doi.org/10.1037/EMO0000321.
[25] Chancellor, J., S. Margolis and S. Lyubomirsky (2018), “The propagation of everyday prosociality in the workplace”, Journal of Positive Psychology, Vol. 13/3, pp. 271-283, https://doi.org/10.1080/17439760.2016.1257055.
[9] Cheeseman, N. and C. Peiffer (2021), “The Curse of Good Intentions: Why Anticorruption Messaging Can Encourage Bribery”, American Political Science Review, pp. 1-15, https://doi.org/10.1017/S0003055421001398.
[76] Cohen, P., J. Kulik and C. Kulik (1982), “Educational Outcomes of Tutoring: A Meta-analysis of Findings”, American Educational Research Journal, Vol. 19/2, pp. 237-248, https://doi.org/10.3102/00028312019002237.
[2] Cohn, A. et al. (2019), “Civic honesty around the globe”, Science, p. eaau8712, https://doi.org/10.1126/science.aau8712.
[11] Corbacho, A. et al. (2016), “Corruption as a Self-Fulfilling Prophecy: Evidence from a Survey Experiment in Costa Rica”, American Journal of Political Science, Vol. 00/0, pp. 1-16, https://doi.org/10.1111/ajps.12244.
[63] Craig, S. and S. Gustafson (1998), “Perceived leader integrity scale: An instrument for assessing employee perceptions of leader integrity”, Leadership Quarterly, Vol. 9/2, pp. 127-145, https://doi.org/10.1016/S1048-9843(98)90001-7.
[75] Crawshaw, J. et al. (2020), “Ethics-Related Mentoring and Protégé Moral Motivation and Ethical Leadership”, Academy of Management Proceedings, Vol. 2020/1, p. 13353, https://doi.org/10.5465/ambpp.2020.13353abstract.
[45] D’adda, G. et al. (2017), “Do leader affect ethical conduct?”, Journal of the European Economic Association, Vol. 15/6, pp. 1177-1213, https://doi.org/10.1093/jeea/jvw027.
[70] Detert, J. and E. Burris (2007), Leadership Behavior and Employee Voice: Is the Door Really Open?, https://about.jstor.org/terms (accessed on 16 January 2020).
[71] Detert, J. and L. Treviño (2010), “Speaking up to higher-ups: How supervisors and skip-level leaders influence employee voice”, Organization Science, Vol. 21/1, pp. 249-270, https://doi.org/10.1287/orsc.1080.0405.
[67] Dolan, P. et al. (2012), “Influencing behaviour: The mindspace way”, Journal of Economic Psychology, Vol. 33/1, pp. 264-277, https://doi.org/10.1016/J.JOEP.2011.10.009.
[19] Downe, J., R. Cowell and K. Morgan (2016), “What Determines Ethical Behavior in Public Organizations: Is It Rules or Leadership?”, Public Administration Review, Vol. 76/6, pp. 898-909, https://doi.org/10.1111/puar.12562.
[29] Edmondson, A. (1999), “Psychological safety and learning behavior in work teams”, Administrative Science Quarterly, Vol. 44/2, pp. 350-383, https://doi.org/10.2307/2666999.
[54] ENAP (2021), Competências essenciais de liderança para o setor público brasileiro, https://repositorio.enap.gov.br/bitstream/1/5715/4/2_Compet%c3%aancias%20essenciais%20de%20lideran%c3%a7a%20para%20o%20setor%20p%c3%bablico%20brasileiro_16.12.2021_compressed.pdf (accessed on 17 January 2023).
[5] Feldman, Y. (2018), The Law of Good People: Challenging States’ Ability to Regulate Human Behavior, Cambridge University Press, Cambridge, https://doi.org/10.1017/9781316480328.
[77] Fiorella, L. and R. Mayer (2013), “The relative benefits of learning by teaching and teaching expectancy”, Contemporary Educational Psychology, Vol. 38/4, pp. 281-288, https://doi.org/10.1016/j.cedpsych.2013.06.001.
[3] Fischbacher, U. and F. Föllmi-Heusi (2013), “Lies in disguise-an experimental study on cheating”, Journal of the European Economic Association, Vol. 11/3, pp. 525-547, https://doi.org/10.1111/jeea.12014.
[65] G20 (2017), G20 High Level Principles on Organizing Against Corruption, http://www.g20.utoronto.ca/2017/2017-g20-acwg-anti-corruption.html.
[21] Gerson, D. (2020), “Leadership for a high performing civil service: Towards senior civil service systems in OECD countries”, OECD Working Papers on Public Governance, No. 40, OECD Publishing, Paris, https://doi.org/10.1787/ed8235c8-en.
[73] Goodmon, L. et al. (2020), “The power of the majority: Social conformity in sexual harassment punishment selection”, Journal of Applied Social Psychology, Vol. 50/8, pp. 441-455, https://doi.org/10.1111/jasp.12672.
[55] Government of Canada (2016), Key Leadership Competency profile and examples of effective and ineffective behaviours, https://www.canada.ca/en/treasury-board-secretariat/services/professional-development/key-leadership-competency-profile/examples-effective-ineffective-behaviours.html#ToC3 (accessed on 17 October 2022).
[64] Hainmueller, J., D. Hangartner and T. Yamamoto (2015), “Validating vignette and conjoint survey experiments against real-world behavior”, Proceedings of the National Academy of Sciences of the United States of America, Vol. 112/8, pp. 2395-2400, https://doi.org/10.1073/pnas.1416587112.
[17] Hanse, S. et al. (2013), “Ethical Leadership: Assessing the Value of a Multifoci Social Exchange Perspective”, Journal of Business Ethics, Vol. 115/3, pp. 435-449.
[69] Haq, S. (2011), “Ethics and leadership skills in the public service”, Procedia - Social and Behavioral Sciences, Vol. 15, pp. 2792-2796, https://doi.org/10.1016/j.sbspro.2011.04.190.
[39] Heard, E. and W. Miller (2006), “Effective code standards on raising concerns and retaliation”, International Business Ethics Review.
[62] Kaiser, R. and R. Hogan (2010), “How to (and how not to) assess the integrity of managers.”, Consulting Psychology Journal: Practice and Research, Vol. 62/4, pp. 216-234, https://doi.org/10.1037/a0022265.
[59] Kalshoven, K., D. Den Hartog and A. De Hoogh (2011), “Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure”, The Leadership Quarterly 22, pp. 51-69.
[36] Kalshoven, K., H. van Dijk and C. Boon (2016), “Why and when does ethical leadership evoke unethical follower behavior?”, Journal of Managerial Psychology, Vol. 31/2, pp. 500-515, https://doi.org/10.1108/JMP-10-2014-0314.
[46] Kennedy, J. and C. Anderson (2017), “Hierarchical rank and principled dissent: How holding higher rank suppresses objection to unethical practices”, Organizational Behavior and Human Decision Processes, Vol. 139, pp. 30-49, https://doi.org/10.1016/j.obhdp.2017.01.002.
[57] Kgomo, B. and K. Plant (2015), “Dimensions for the assessment of ethical leadership: an internal audit perspective”, Southern African Journal of Accountability and Auditing Research, Vol. 17/2, https://journals.co.za/doi/epdf/10.10520/EJC181712 (accessed on 3 January 2023).
[6] Lambsdorff, J. (2015), “Preventing Corruption by Promoting Trust – Insights from Behavioral Science”, Passauer Diskussionspapiere, No. V-69-15, Universität Passau, Passau, https://doi.org/10.13140/RG.2.1.3563.4006.
[78] Leando Rezende, D. (2020), Mulher no poder e na tomada de decisões, https://www.ipea.gov.br/retrato/pdf/190215_tema_g_mulher_no_poder_e_na_tomada_de_decisoes.pdf (accessed on 19 January 2023).
[53] Liang, J., C. Farh and J. Farh (2012), “Psychological Antecedents of Promotive and Prohibitive Voice: A Two-Wave Examination”, Academy of Management Journal, Vol. 55/1, https://doi.org/10.5465/amj.2010.0176.
[41] Liu, S., J. Liao and H. Wei (2015), “Authentic Leadership and Whistleblowing: Mediating Roles of Psychological Safety and Personal Identification”, Journal of Business Ethics, Vol. 131/1, pp. 107-119, https://doi.org/10.1007/s10551-014-2271-z.
[16] Mayer, D. et al. (2009), “How low does ethical leadership flow? Test of a trickle-down model”, Organizational Behaivor and Human Decision Processes, pp. 1-13.
[28] Newman, A., R. Donohue and N. Eva (2017), “Psychological safety: A systematic review of the literature”, Human Resource Management Review, Vol. 27/3, pp. 521-535, https://doi.org/10.1016/j.hrmr.2017.01.001.
[72] NSW Public Service Commission (2017), Positive and Productive Workplace Guidelines, https://www.psc.nsw.gov.au/sites/default/files/2020-10/Positive%20and%20Productive%20Workplaces%20Guide.pdf (.
[50] OECD (2023), Public Employment and Management 2023: Towards a More Flexible Public Service, OECD Publishing, Paris, https://doi.org/10.1787/5b378e11-en.
[56] OECD (2023), Reforming Integrity Checks and Code of Ethics in Bulgaria: Recommendations for the Anti-Corruption Commission, OECD Public Governance Reviews, OECD Publishing, Paris, https://doi.org/10.1787/d19f60c1-en.
[14] OECD (2022), Modernising Integrity Risk Assessments in Brazil: Towards a Behavioural-sensitive and Data-driven Approach, OECD Public Governance Reviews, OECD Publishing, Paris, https://doi.org/10.1787/ad3804f0-en.
[15] OECD (2021), Strengthening Public Integrity in Brazil: Mainstreaming Integrity Policies in the Federal Executive Branch, OECD Public Governance Reviews, OECD Publishing, Paris, https://doi.org/10.1787/a8cbb8fa-en.
[37] OECD (2020), Behavioural Insights and Organisations: Fostering Safety Culture, OECD Publishing, Paris, https://doi.org/10.1787/e6ef217d-en.
[18] OECD (2020), OECD Public Integrity Handbook, OECD Publishing, Paris, https://doi.org/10.1787/ac8ed8e8-en.
[51] OECD (2019), Innovation Skills and Leadership in Brazil’s Public Sector: Towards a Senior Civil Service System, OECD Public Governance Reviews, OECD Publishing, Paris, https://doi.org/10.1787/ef660e75-en.
[66] OECD (2019), La Integridad Pública en América Latina y el Caribe 2018-2019: De Gobiernos reactivos a Estados proactivos, OECD, Paris, https://www.oecd.org/gov/ethics/integridad-publica-en-america-latina-caribe-2018-2019.htm.
[48] OECD (2019), “Recommendation of the Council on Public Service Leadership and Capability”, OECD Legal Instruments, OECD/LEGAL/0445, OECD, Paris, https://legalinstruments.oecd.org/en/instruments/OECD-LEGAL-0445 (accessed on 22 December 2021).
[13] OECD (2019), Tools and Ethics for Applied Behavioural Insights: The BASIC Toolkit, OECD Publishing, Paris, https://doi.org/10.1787/9ea76a8f-en.
[1] OECD (2018), Behavioural Insights for Public Integrity: Harnessing the Human Factor to Counter Corruption, OECD Public Governance Reviews, OECD Publishing, Paris, https://doi.org/10.1787/9789264297067-en.
[49] OECD (2017), “Recommendation of the Council on Public Integrity”, OECD Legal Instruments, OECD, Paris, http://www.oecd.org/gov/ethics/Recommendation-Public-Integrity.pdf.
[30] OECD (2009), Towards a Sound Integrity Framework: Instruments, Processes, Structures and Conditions for Implementation (GOV/PGC/GF(2009)1), OECD, Paris.
[10] Peiffer, C. (2018), “Message Received? Experimental Findings on How Messages about Corruption Shape Perceptions”, British Journal of Political Science, pp. 1-9, https://doi.org/10.1017/S0007123418000108.
[44] Schyns, B. and J. Schilling (2013), “How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes”, Leadership Quarterly, Vol. 24/1, pp. 138-158, https://doi.org/10.1016/j.leaqua.2012.09.001.
[61] Shakeel, F., P. Kruyen and S. van Thiel (2020), “Development of a broader conceptualization and measurement scale of ethical leadership”, The Journal of Values-Based Leadership, Vol. 13/1.
[4] Shalvi, S. et al. (2011), “Justified ethicality: Observing desired counterfactuals modifies ethical perceptions and behavior”, Organizational Behavior and Human Decision Processes, Vol. 115/2, pp. 181-190, https://doi.org/10.1016/j.obhdp.2011.02.001.
[42] Shaukat Malik, M. and M. Kashif Nawaz (2018), “The Role of Ethical Leadership in Whistleblowing Intention among Bank Employees: Mediating Role of Psychological Safety”, Review of Integrative Business and Economics Research, Vol. 7/4, p. 238.
[31] Simons, T. (2002), “Behavioral Integrity: The perceived alignment between managers’ words and deeds as a research focus”, Organization Science, Vol. 13/1, pp. 18-35, https://doi.org/10.1287/orsc.13.1.18.543.
[33] Stead, W., D. Worrell and J. Stead (2013), “An integrative model for understanding and managing ethical behavior in business organizations”, Citation Classics from The Journal of Business Ethics: Celebrating the First Thirty Years of Publication, pp. 405-418, https://doi.org/10.1007/978-94-007-4126-3_18.
[20] Stouten, J. et al. (2013), “Can a leader be seen as too ethical? The curvilinear effects of ethical leadership”, Leadership Quarterly, Vol. 24/5, pp. 680-695, https://doi.org/10.1016/j.leaqua.2013.05.002.
[32] Tenbrunsel, A. and D. Messick (2004), Ethical Fading: The Role of Self-Deception in Unethical Behavior.
[23] Treviño, L., L. Hartman and M. Brown (2000), “Moral person and moral manager: How executives develop a reputation for ethical leadership”, California Management Review 4, pp. 128-142, https://doi.org/10.2307/41166057.
[40] Walumbwa, F. and J. Schaubroeck (2009), “Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety”, Journal of Applied Psychology, Vol. 94/5, pp. 1275-1286, https://doi.org/10.1037/a0015848.
[35] Wang, Z. et al. (2021), “Not All Followers Socially Learn from Ethical Leaders: The Roles of Followers’ Moral Identity and Leader Identification in the Ethical Leadership Process”, Journal of Business Ethics, Vol. 170, pp. 449-469, https://doi.org/10.1007/s10551-019-04353-y.
[47] Washbush, J. and C. Clements (1999), “The two faces of leadership”, Career Development International, Vol. 4/3, pp. 146-148, https://doi.org/10.1108/13620439910262804.
[52] World Bank (2021), Ethics and Corruption in the Federal Public Service : Civil Servants’ Perspectives, World Bank, Washington, DC., World Bank, https://openknowledge.worldbank.org/handle/10986/36759.
[27] Wu, C. and W. Danqi (2015), “Ethical Leadership and Employee Voice: Employee Self-Efficacy and Self-Impact as Mediators”, Psychological Reports: Employment Psychology and Marketing, pp. 751-767.
[60] Yukl, G. et al. (2013), “An improved measure of ethical leadership”, Journal of Leadership and Organizational Studies, Vol. 20/1, pp. 38-48, https://doi.org/10.1177/1548051811429352.