Faculty
Ted A Paterson
Director, Center for Family Enterprise; L. W. "Bill" Lane Professor in Family Business Management; Associate Professor of Management; Senior Editor of Journal of Business Research
Center for Family Enterprise

Ted A Paterson

(541) 737-6646

ted.paterson@oregonstate.edu

Faculty
Ted A Paterson
Overview
Overview
Background
Publications
Classes

Overview

Biography

Ted A. Paterson, Ph.D. joined in 2015 and is currently an Associate Professor of Management. In 2020 he was named the director of the Center for Family Enterprise and the L. W. "Bill" Lane Professor in Family Business Management. He currently serves as Senior Editor for the Journal of Business Research. He received his Ph.D. from the University of Nebraska in 2014. Prior to his doctoral studies he was a financial advisor for 10 years. Dr. Paterson's research interests center on positive organizational behavior, leadership, ethics, identity, and family business. He has taught a wide variety of management courses and currently teaches MGMT 552, Organizational Behavior. 

Credentials

Ph.D. Management, University of Nebraska ('14)

Career Interests

Research Interests: Positive Organizational Behavior; Leadership; Ethics; Identity; Family Business.

Background

Honors & Awards

Excellence in Reviewing Award, Human Resource Management, 2023

Best Leadership Paper Award, Ivey Business School, University of Western Ontario, 2021

Global Forum Best Paper Award, Academy of Management, Management Education Division, 2019

Prominent Scholar Award, College of Business, 2018

Prominent Scholar Award, College of Business, 2016

University Outstanding Graduate Teaching Award, University of Nebraska, 2013

Department of Management Fellowship, College of Business Administration, University of Nebraska, 2012-2013

Ogle Fellowship, College of Business Administration, University of Nebraska, 2011-2012

Edwin S. Hinckley Scholar, Brigham Young University, 2000-2001

 

 

Publications

Academic Journal
Management

“Am I Expected to Be Ethical? A Role-Definition Perspective of Ethical Leadership and Unethical Behavior”

Prior studies have demonstrated that leaders’ ethical behaviors have an impact on followers’ unethical behaviors and yet the explanatory mechanisms in this relationship have not been fully explored. To further explicate the relationship between ethical leadership and unethical employee behavior, we adopted a role-based perspective and introduced the concept of perceived ethical role breadth. That is, we explored the impact that leaders’ actions and voice behaviors have on in-role versus extra-role perceptions of employees as they relate to ethical behavior and the impact, in turn, on unethical behavior. In a field study involving 394 employees and 68 supervisors and a randomized experiment conducted with 121 working professionals we find that, as predicted, leaders’ behaviors and voice have a significant influence on perceived ethical role breadth and that these role breadth perceptions impact unethical behavior. Based on our empirical findings, we describe the implications, limitations, and future directions relevant to this study.
Details

2019 Sage Ted A Paterson Lei Huang View on:

Classes

Continued Education