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Abstract
Article history: Received October 20, 2012 Received in revised format 28 January 2013 Accepted 28 March 2013 Available online March 29 2013 Most organizations benefit from ethical leadership and try to establish ethical rules and regulations in their working environment. This paper proposes an empirical investigation to learn the relationship between ethical leadership and organization learning. The proposed study designs a questionnaire based on Northouse model [Northouse, P. G. (2012). Leadership: Theory and practice. SAGE Publications, Incorporated.] and distributes it among all 108 managers in province of Charmahal-Bakhtiari located in west part of Iran and, using Pearson correlation, we examine different hypotheses. Cronbach alpha is equal to 0.86, which is well above the minimum desirable level of 0.70. The results of our study indicate that all five components of ethical leadership including respect, serve, justice, honesty and socialization have positive and meaningful relationship with organizational learning. © 2013 Growing Science Ltd. All rights reserved.
Highlights
Leadership in any organization plays an important role on continuous economic growth (Wilmot & Hocker, 2001) and organizational learning is considered as the primary source of survival in today’s competitive environment (Northouse, 2012)
We present an empirical investigation on relationship between ethical leadership components and organizational learning
We have explained the relative importance of ethical management on organizational learning
Summary
Leadership in any organization plays an important role on continuous economic growth (Wilmot & Hocker, 2001) and organizational learning is considered as the primary source of survival in today’s competitive environment (Northouse, 2012). Sama and Shoaf (2008) investigated the professions as instances of “moral community” and studied how professional leaders possessed of moral intelligence could contribute to enhance the ethical fabric of their communities. According to Brown et al (2005), leaders are the primary source of ethical guidance for employees and there are few studies on an ethical dimension of leadership They proposed social learning theory as a theoretical basis for understanding ethical leadership and offered a constitutive description of the ethical leadership framework. Consistent with social exchange, social learning, and social identity theories, they studied leader–member exchange (LMX), self-efficacy, and organizational identification as mediators of the ethical leadership to performance relationship They reported that ethical leadership was positively and significantly associated with employee performance as rated by their immediate supervisors. We present an empirical investigation on relationship between ethical leadership components and organizational learning
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