THE ROLE OF ETHICAL LEADERSHIP AND WHISTLEBLOWING INTENTIONS: MEDIATING APPARATUS OF MORAL IDENTITY

doi:10.46545/aijhass.v3i1.221

Abstract

Separation of strategic approaches and morals prompted various business outrages and untrustworthy practices in working environments. This encouraged researchers and practice holders to examine significance of ethical quality at work environment. In particular, the job that moral chiefs play in advancing positive representative practices is urgent. This examination article has featured the part of moral innovators in molding whistleblowing goals of their subordinates. Alongside, this exploration article has likewise researched the part of good character. An aggregate of four speculations, analyzing the immediate impact of moral initiative on moral personality and whistleblowing expectations and meditational job of good character were proposed. This exploration article embraced a period slacked research article plan and gathered data from representative friend dyads at three focuses on schedule. Number of respondents was 214; Cross-sectional technique was used for data collection. Respondents were selected from different services organizations from Multan. Data was analysed on SPSS and AMOS. Results were obtained by applying reliability test, ANOVA, Correlation test, and regression test by using PROCESS Macro. Results gained verified that the role of ethical leaders in shaping moral identity of employees as well as their whistleblowing intentions. The findings suggest that employees working under ethical leaders are inclined to stand up against malevolent and unethical practices taking place at their workplace. Thus, organizations must hire leaders with higher ethical inclinations and also train the existing leaders about importance of ethics. Moreover, this research article has highlighted multiple avenues for future research.

Highlights

Leaders can influence self-concept of followers such that they can alter or modify the way their subordinates see or define themselves, Brown et al (2006), Aquino and Reed (2002) defined moral identity as “a self-conception organized around a set of moral traits” or one can assume it as certain features/facets of identity that are concerned with ethical norms and values
The results of this research article highlight that ethical leaders encourage followers to blow the whistle when they witness any wrongdoing within their environment
The present research article has revealed a noteworthy positive relation between ethical leadership and moral identity of subordinates which specify that ethical leaders can shape identity of their subordinates

Summary

Introduction

Leaders can influence self-concept of followers such that they can alter or modify the way their subordinates see or define themselves, Brown et al (2006), Aquino and Reed (2002) defined moral identity as “a self-conception organized around a set of moral traits” or one can assume it as certain features/facets of identity that are concerned with ethical norms and values. Research has shown that those who possess a stronger moral identity have greater tendency of acting ethically/morally, Patrick et al (2018). Ethical leaders use their managerial skill and moral principles in influencing and directing the behaviours of their employees by guiding them with ethical actions, Miceli et al, (1985). Staff functional under ethical leader are inclined to develop a strong link with their organization as well as other people at work, Brown et al (2006), and foster sturdier identification with both the principal actor i.e., the leader as well as the organization which will increase their voice and whistle blowing behaviours at work, Walumbwa and Schaubroeck (2009)

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