This conceptual study proposes that ethical leadership is studied through a processual lens. The study develops different models of ethical leadership as a process. Multiple constructs of ethical ...leadership from the literature are compared and used to develop these models, including a timeline of ethical leadership, a two-dimensional quadrant, and concentric circles of ethical leadership. The models provide a new perspective into the function and interdependency of the constituent parts to study ethical leadership as a process. The research agenda provides a roadmap for how these assumptions can be tested empirically, by looking into the external orientation of leaders- for example, through administering a broader ethical leadership measurement tool. This study calls for future research to test this assumption empirically, explore antecedent factors, and study various historically important leaders through their actions and decisions to test if they followed a leadership development path in accordance with the proposed model.
Although the importance of customer orientation (CO) has been recognized, its relationship with firm performance is far from clear. This lack of clarity is partly because the impact of CO on firm ...performance may depend on certain internal or external factors. Based on social learning theory and an interactional perspective, this study concurrently explores the separate and joint moderating effects of ethical leadership and competitive intensity. Survey data from 264 Chinese firms was collected to test the hypotheses. The results show that humane leadership and moderation leadership help firms to better leverage CO for enhancing their performance. The absence of moderation leadership may be particularly harmful for firms operating in a less competitive environment while the moderating effect is not influenced by competitive intensity. In addition, justice leadership has a positive impact for firms operating in a more competitive environment, which assists firms to better realize the benefits of CO.
The research aims at determining the impact that the ethical leadership, as an independent variable and through its dimensions (fairness, Power sharing, Role clarification, People Orientation, ...Integrity, Ethical guidance), has on job embeddedness as a dependent variable through its dimensions (Fit, Links, sacrifice). The research is carried out using a sample of workers which consists of (194) worker at the Iraqi ministry of construction and hosting. The significance of the research is in shedding light on the practical aspect of the reality of ethical leadership and its impact on the job Embeddedness of the Iraqi Ministry of Construction, Housing, Municipalities and Public Works in order to identify the problems and obstacles it faces and to provide the necessary proposals and recommendations in this regard. The research reached a number of results, the most important one is : There is an impact and correlation between ethical leadership and job Embeddedness in the Iraqi Ministry of Construction, Housing, Municipalities and Public Works.
This study compares three emerging forms of positive leadership that emphasize ethical and moral behavior (i.e., authentic leadership, ethical leadership, and servant leadership) with ...transformational leadership in their associations with a wide range of organizationally relevant measures. While scholars have noted conceptual overlap between transformational leadership and these newer leadership forms, there has been inadequate investigation of the empirical relationships with transformational leadership and the ability (or lack thereof) of these leadership forms to explain incremental variance beyond transformational leadership. In response, we conducted a series of meta-analyses to provide a comprehensive assessment of these emerging leadership forms’ relationships with variables evaluated in the extant literature. Second, we tested the relative performance of each of these leadership forms in explaining incremental variance, beyond transformational leadership, in nine outcomes. We also provide relative weights analyses to further evaluate the relative contributions of the emerging leadership forms versus transformational leadership. The high correlations between both authentic leadership and ethical leadership with transformational leadership coupled with their low amounts of incremental variance suggest that their utility is low unless they are being used to explore very specific outcomes. Servant leadership, however, showed more promise as a stand-alone leadership approach that is capable of helping leadership researchers and practitioners better explain a wide range of outcomes. Guidance regarding future research and the utility of these three ethical/moral values–based leadership forms is provided.
This study analyzes the influence of ethical leadership on the level of employee engagement and organizational sustainability in the accounting profession in Indonesia. Through quantitative research ...methods using Likert scale questionnaires 1-5, 20 employee respondents from active companies in Indonesia were taken as samples using random sampling techniques. The questionnaire was designed to measure variables of ethical leadership, employee engagement, and organizational sustainability. The collected data were analyzed using classical assumption test and multiple linear regression analysis with SPSS version 26. Regression test results showed a significant positive relationship between ethical leadership and employee engagement and organizational sustainability. A positive B1 value (0.203) indicates that a one-unit increase in ethical leadership contributes to a 0.203-unit increase in employee engagement and organizational sustainability. These findings illustrate that investing in value-based ethical leadership can have a positive impact on employee engagement and organizational sustainability within the corporate environment in Indonesia.
Drawing on social learning and self-determination theories, this study investigates the mediating effects of controlled motivation for knowledge sharing and moral identity in the relationship between ...ethical leadership and employee knowledge sharing. We conducted a field study with 337 full-time employees to test our hypotheses. Results supported the mediating effects of both controlled motivation and moral identity in accounting for the relationship between ethical leadership and employee knowledge sharing. Our study is among the first to examine whether and why ethical leadership predicts employee knowledge sharing. Theoretical and practical implications are discussed.
In this commentary, we discuss health professions' education (HPE) leadership in relation to planetary health emergencies, suggesting that an 'eco-ethical leadership' approach is highly relevant. ...Building on both traditional and more contemporary leadership approaches and the need for HPE to be socially and environmentally accountable, we define the key features of eco-ethical leadership and its underpinning beliefs and values, then expand on these features in terms of leadership at intrapersonal, interpersonal, team, organisational and system levels. Eco-ethical leadership is needed to tackle a range of 'wicked' problems - a changing climate, environmental pollution, deforestation, all of which threaten global biodiversity and human civilisation. Such leadership requires passionate individuals to role model the behaviours and actions that are required to bring people along with them, not least the learners, many of whom are already concerned about their future. Eco-ethical leadership (and followership) offers an integrated approach for HPE, centred around sustainability, values, collaboration, justice, advocacy and, if need be, activism. The environment cannot not wait. Eco-ethical leaders already exist but their numbers are small. They are required in key positions in academia and healthcare to drive the agenda in partnership with learners, many of whom are already environmental advocates and activists.
This research investigated the link between ethical leadership and performance using data from the People’s Republic of China. Consistent with social exchange, social learning, and social identity ...theories, we examined leader–member exchange (LMX), self-efficacy, and organizational identification as mediators of the ethical leadership to performance relationship. Results from 72 supervisors and 201 immediate direct reports revealed that ethical leadership was positively and significantly related to employee performance as rated by their immediate supervisors and that this relationship was fully mediated by LMX, self-efficacy, and organizational identification, controlling for procedural fairness. We discuss implications of our findings for theory and practice.
The purpose of this research is to provide a richer lens on the ethical organizational environment by examining the relationship between ethical leadership and unit‐level unethical behavior through ...ethical organizational climate (EOC), with collective moral identity as a boundary condition. In testing our theoretical model, we first develop and validate a measure of EOC to address concerns with existing measures of ethical climate. Second, we examine the role of collective moral identity as a moderator of the relationship between EOC and unit unethical behavior. We discuss implications regarding the importance of developing a more comprehensive conceptualization of EOC.
Work effectiveness greatly determines organizational performance, so its existence needs serious attention. Therefore, this study aims to investigate the effect of ethical leadership on work ...effectiveness mediated by good corporate governance (GCG). The participants comprised 434 employees in Indonesia's consumer goods, finance, trade, services, and investment industry across Jakarta, West Java, and Banten. Data collection was carried out using a Likert scale questionnaire. Data analysis uses path analysis supported by descriptive and correlational analysis. The result indicated that ethical leadership directly affects GCG and work effectiveness, GCG directly affects work effectiveness, and ethical leadership indirectly affects work effectiveness mediated by GCG. The evidence confirms a new empirical model as a novelty regarding the effect of ethical leadership on employee work effectiveness mediated by GCG. This model can be used as material for exciting discussions among academics and researchers by considering several important issues relevant to this research results' limitations.
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