Level Of Ethical Leadership Research Articles

Assessing the Level of Ethical Leadership from the Nurses’ Perspectives

Assessing the Level of Ethical Leadership from the Nurses’ Perspectives

Investigating the relationship between nurses' workplace behaviour and perceived levels of ethical leadership in managers.

There is increasing research interest in the relationship between ethical leadership and deviant workplace behaviour. Ethical leadership encompasses altruism, courage, ethical orientation, integrity and fairness. Examples of deviant workplace behaviours include theft, fraud, sabotage, assault, abuse, manipulation and bullying. It appears that when leaders are fair and emphasise ethical conduct, followers are less inclined to engage in deviant workplace behaviour. To investigate the relationship between nurses' self-rated levels of deviant workplace behaviour and perceived levels of ethical leadership in managers. For this descriptive correlational study, 355 nurses from one university hospital in Egypt responded to an online questionnaire comprising the Ethical Leadership Scale and the Workplace Deviance Behavior Scale. Descriptive and inferential statistics were used to explore results and examine the relationships between study variables. There was a statistically significant negative relationship between respondents' self-rated levels of deviant workplace behaviour and their perceptions of levels of ethical leadership in managers. The results appeared to confirm previous research. Nurses who feel that they are treated fairly by their managers tend to have positive attitudes towards work, colleagues and management. Ethical leadership on the part of managers is a significant determinant of nurses' behaviour in the workplace and should therefore be fostered by healthcare organisations.

Research on The Relationship Between Ethical Leadership of Chinese University Presidents and Teacher Job Satisfaction

Research areas include the ethical leadership of university presidents (moral character, people-oriented, enhanced moral motivation, enhanced ethical awareness, professional abilities and abilities) and teachers’ job satisfaction levels (satisfaction with job content, satisfaction with work environment, satisfaction Degree) career development, salary and benefits satisfaction), laying the foundation for improving teacher job satisfaction and the level of ethical leadership of university presidents. Enhance teachers' understanding of the moral leadership and job satisfaction of university presidents, and improve the development efficiency of teachers' work effectiveness. These areas improve the job performance of Jilin University of Economics teachers, provide work engagement, and help teachers improve job satisfaction and the moral leadership of university presidents. This study randomly selected 383 teachers or university leaders and used descriptive correlational design and Statistical Software for Social Sciences (SPSS) for data analysis. The results showed that the majority of the respondents were male (61.9%). In terms of age, the majority are 31-40 years old (27.4%) and 41-50 years old (29.0%). From the perspective of school positions, full-time teachers account for the highest proportion. (86.9%). From the perspective of teaching experience, teachers’ teaching experience is concentrated in 6-10 years (33.2%). Moral quality (3.23), people-oriented (3.20), enhanced moral motivation (3.21), enhanced moral awareness (3.21), professional abilities and abilities (3.23), satisfaction with work content (3.20), satisfaction with work environment ( 3.19), career development satisfaction (3.17), salary and welfare satisfaction (3.16) Working environment, career development satisfaction, salary and welfare satisfaction, ultimately improve teachers; work efficiency.

Impact of Co-Worker Ostracism on Organizational Citizenship Behavior Through Employee Self-Identity: The Moderating Role of Ethical Leadership.

Positive interpersonal interactions are indispensable for employees to engage in organizational citizenship behavior (OCB) that benefits teamwork; however, co-worker ostracism triggers interpersonal isolation, inhibiting OCB. This research aims to leverage the intervention of ethical leadership in the ostracism-OCB relationship to moderate the harmful ostracism and promote ostracized employees' OCB through employee self-identity. This research chose 122 MBA to participate in Study 1's scenario experiment to verify the causality between variables. Study 2 used 295 valid questionnaires from full-time employees to generalize the experimental results to field settings and compensate for external validity. Two studies used Hayes's conditional process model to test the conditional direct and indirect relationships. This research revealed that high levels of ethical leadership effectively transitioned the harmful ostracism and promoted ostracized employees' OCB by satisfying ostracized employees' needs for identity recognition. Accordingly, the direct and indirect effects of co-worker ostracism on OCB through employee self-identity would be positive at high levels of ethical leadership, but negative at low levels. This research first introduces an identity perspective on ethical leadership in moderating the ostracism-OCB relationship. Based on the social identity theory of leadership, this research fills the gap in ostracism and OCB research calling for leadership interventions. It extends a novel insight into inspiring ostracized employees' participation in OCB through employee self-identity. This research provides the managerial applications of ethical leadership for China organizations to reduce inadvertent inactions, accept employees' identities, and value interpersonal communication for effectively transitioning harmful ostracism.

Impact of Ethical Leadership and Employee Engagement on Customers’ Perceived Service Quality: A Study of Sri Lankan Public Service

This paper investigates how ethical leader influences employee engagement for enhancing the quality of public service in Sri Lanka while examines their customers’ perception of service quality, employees’ perception of the style of ethical leadership, and the level of employee engagement. For that, two questionnaires were distributed. The first questionnaire was distributed through 500 employees in 83 Divisional Secretaries to identify the level of ethical leadership and employee engagement. The second questionnaire was distributed to 2500 customers to identify the level of service quality. To measure these constructs customized scales were used. The results found that, the customers were generally satisfied with the service provided by the public service. Employees in public service were satisfied with the ethical leadership of their administrators and they engage well. The results indicate that ethical leadership and employee engagement significantly affect customers’ perceived service quality and employee engagement is partially mediates the association between ethical leadership and service quality. This study helps to identify the extent of ethical leadership exhibited by public officers, and how it influences service quality through employee engagement. The findings will help the public service to identify its strengths and weaknesses, and will serve as an important source of feedback to the public service that can be used in decision-making processes to better serve customers. In addition, this paper filled the gap in the literature by addressing the relationship between ethical leadership, employee engagement and customers’ perceived service quality. The empirical findings of this will help to enhance the body of knowledge in the area of service quality. The findings will help to uncover the nature of ethical leadership, and employee engagement in the existing public service in Sri Lanka

Span of Control and Ethical Leadership in Highly Professionalized Public Organizations

Span of control may be a critical structural condition for ethical leadership. According to social learning theory, emulation and vicarious learning processes are mechanisms through which ethical leaders enhance ethical commitment among employees. However, if the span of control (number of employees per manager) is too wide, ethical leadership can be difficult to practice due to a more distant relationship between manager and employees. Using a mixed method design with survey data and interviews, we analyze the relationship between span of control and ethical leadership among doctors in Danish hospitals. Survey results from the study show no statistical association between span of control and clinical directors’ self-reported ethical leadership. Interviews with employees and managers support this finding by showing how ethical guidance unfolds through social exchange relationships where employees can act as moral professionals. This suggests that span of control is not a critical structural condition for intending and perceiving a high level of ethical leadership. Span of control is indirectly relevant through the perceived distance between manager and employees. The findings thus enhance our understanding of how ethical leadership takes place in complex, professionalized public organizations. This might inspire managers to lower the organizational power distance and promote professionalism.

The relationship between the conflict management strategies and ethical leadership behaviours of nurse managers perceived by nurses.

The aims of this study were to determine nurse managers' level of ethical leadership perceived by nurses and to examine its relationship with conflict management strategies. Ethical leadership is about how managers use their power in their decisions and actions, and its source is based on moral and ethical authority. Therefore, it is important to understand the impact of ethical behaviours of nurse managers in the work environment on determining conflict management strategies. The data of this descriptive, correlational, and cross-sectional study were collected face-to-face from 285 nurses between April-June 2019. The data collection instruments included the introductory information form, the Ethical Leadership Scale, and The Rahim Organizational Conflict Inventory-II. Ethical leadership scores perceived by nurses in nurse managers were found 3.78, and the highest score was obtained from the behavioural ethics subscale (3.81 ± .91). In conflict management strategies perceived by nurses, it was determined that they got highest scores from collaborating style (3.76 ± .90) and lowest scores from competing style (2.90 ± .94). There was no significant relationship only between ethical leadership and its subscales and competing (r: -.038/-.041, p > .05). In other subscales, there were positive, moderate, and highly significant relationships (r: .466-.747, p < .001). The rate of explanatoriness of communicative ethics subscale in conflict management strategies ranged from 22.3% to 58.0%. The study shows that communicative ethics subscale significantly affects the conflict management strategies of nurse managers. Therefore, it is important for nurse managers to communicate bilaterally and be a role model for nurses. Ethical leaders value trust and respect in their interactions with employees and reflect what appropriate behaviour to the situation is. Nurses who perceive that their managers demonstrate ethical leadership behaviours will also evaluate their role in conflict resolution. On the other hand, the power-based, aggressive, noncompromising domination approach that the person imposes on others is not associated with the ethical leadership perception towards their managers by nurses and is a strategy that should not be preferred. Therefore, nurse managers who use appropriate conflict management strategies were seen as a role model by nurses.

Does It Take Two to Tango? The Joint Role of High-Performance Work Systems and Ethical Leadership

This study investigates how ethical leadership and employees’ perceptions of high- performance work systems (HPWSs) interact to impact their affective commitment and service-oriented organizational citizenship behavior (OCB). Theoretical hypotheses were tested using a sample of 275 supervisor–subordinate dyads in Taiwan. The results indicate that HPWSs are more positively related to employees’ service-oriented OCB under lower levels of ethical leadership, and affective commitment is a significant intermediate mechanism between the moderating effect and service-oriented OCB. This study provides theoretical and practical implications by considering the role of ethical leadership in decreasing the effect of HPWSs on service-oriented OCB. In addition, the mediating effects of affective commitment can elucidate the mechanisms underlying these relationships.

Relationship between ethical leadership and workaholism among nursing supervisors as perceived by staff nurses

Background Workaholism develops as a result of working long hours to reach mutually agreed-upon goals by ethical leaders who serve as role models and encourage ethical behavior. Aim To examine the relationship between nursing supervisors’ ethical leadership and their workaholism as perceived by staff nurses. Design A descriptive correlational research design was adopted to achieve the study. Setting The study was conducted at Sohag University Hospital. Patients As convenience samples, 25 nursing supervisors and 240 staff nurses were recruited. Tools Three tools were used for data collection as follows: demographic data forms and ethical leadership and workaholism analysis questionnaires. Results Overall, 53.3% of staff nurses reported leaders with low levels of ethical leadership, whereas 46.7% of them were led by ethical leaders. Moreover, 73.3% of leaders had low levels of workaholism, whereas 26.7% of leaders had high levels of workaholism. Conclusion There were statistically significant differences and positive relations between ethical leadership and workaholism among the recruited participants. Recommendations Training programs should be conducted to teach nursing supervisors about ethical leadership, as well as the dangers of workaholism and how to prevent them.

“The Power of Ethical Leader”: The Influence of Job Insecurity on Organizational Performance, the Mediating Effect of Organizational Trust and Moderating Effect of Ethical Leadership

Purpose - The current paper not only investigates the intermediating process of the association between job insecurity and organizational performance, but also tries to find a factor which mitigates the negative influence of job insecurity. Design/methodology/approach By conducting structural equation modeling(SEM) analysis with survey data from 351 employees, this study tried to identify the mediating effect of organizational trust, as well as the moderating influence of ethical leadership in the job insecurity-organizational trust link. This paper built hypotheses that job insecurity decreases the level of employee’s organizational trust, then the level of the employee’s organizational trust would influence organizational performance. In addition, ethical leadership would function as a buffering factor between the association between job insecurity and organizational trust. Findings - This paper found that job insecurity had a negative influence on employee’s organizational trust, and the employee’s organizational trust had a positive influence on organizational performance. The ethical leadership mitigated the negative impact of job insecurity on organizational trust. Research implications or Originality By empirically delving into the importance of ethical leadership and organizational trust to increase organizational performance, this paper may provide top management and leaders in an organization with important insights that they should adequately monitor and manage the level of ethical leadership and organizational trust.

ETHICAL LEADERSHIP AT WORK AND WORKPLACE WELL-BEING OF EMPLOYEES IN A COAL POWER PLANT

This study proposed that ethical leadership at work and workplace well-being are significantly related and that ethical leadership could also significantly influence workplace well-being. There was a total of 122 samples in this study, which included the rank and file workers and employees in a coal power plant, with the exclusion of the top management. The data were analyzed using descriptive and inferential statistics such as the mean and standard deviation, Pearson r, and multiple regression analysis. Results yielded high levels of ethical leadership at work and workplace well-being. Also, the correlation test revealed a significant relationship between the two variables in this study. In addition, the regression analysis revealed a significant influence of ethical leadership on workplace well-being. Finally, the regression models revealed that people-orientation is the best predictor for workplace well-being. The paper offers further discussion of the results. KEYWORDS: ethical leadership at work, workplace well-being, coal power plant, public administration,Philippines

Be zhongyong and be ethical: dual leadership in promoting employees’ thriving at work

PurposeThe roles that one single leadership style plays on motivating employees have been studied. However, in reality, an individual may exhibit more than one type of leadership style. This study aims to reveal how zhongyong leadership can lead to employees’ thriving at work in China, with a glance at ethical leadership as a moderator. The intrinsic motivation of employees is also considered as a mediator to show the specific path that bridges employees’ perceived leadership styles and their thriving at work.Design/methodology/approachUsing three-period data from a sample of 346 employees working in Chinese companies, this study performs regression and bootstrap analyzes in PROCESS macro to test the hypotheses. By adopting the Johnson-Neyman technique, this study further identifies the specific moderating range within which ethical leadership makes a difference.FindingsThe positive correlation between zhongyong leadership and employees’ thriving at work only withstand scrutiny when the level of ethical leadership is sufficiently high and employees’ intrinsic motivation plays a mediating role. Specifically, when the ethical leadership level is higher than 6.022 (on a seven-point scale), zhongyong leadership can significantly increase the intrinsic motivation of employees and their thriving at work will be stronger as a result. On the contrary, when ethical leadership is lower than 1.089 (on a seven-point scale), this mediated relationship will head exactly in the opposite direction.Originality/valueThis study focuses on investigating the effects of multiple positive leadership behaviors on promoting employees’ thriving at work. The resultant findings provide compelling evidence for the integration of different leadership styles in practice and consolidate the theoretical underpinnings of related research on thriving at work.

The Moderating Role of Ethical Leadership on Nurses' Green Behavior Intentions and Real Green Behavior.

Aim This study is aimed at exploring the relationship between green behavior intentions and green behavior and analyzing the moderating role of ethical leadership in this relationship. Background Nurses' green behavior can directly reduce costs and protect the natural environment and organizational sustainability by saving resources and energy. It is not clear how green behavior intention affects green behavior or how the positive influence of green behavior intention on green behavior can be enhanced. Design and Methods. This is a cross-sectional study, and the surveys are collected from 3 hospitals in China. Of the initial cohort of 489 nurses, 89.6% were female. There were 327 subjects (66.9%) aged 35 or less, 267 subjects (54.6%) with 10 years or less of work experience, and 220 unmarried subjects (44.9%). Data were collected from January to July 2018, using three surveys: green behavior intentions, green behavior, and ethical leadership. Results Green behavior intentions impacted employee green behavior (b = 0.32, t = 5.37, p < 0.01). The interaction term for green behavior intentions and ethical leadership was significant (b = 0.28, t = 2.53, p ≤ 0.01); the conditional direct effect of green behavior intentions was only significant at a high level of ethical leadership (conditional effect = 0.53, SE = 0.16, t = 3.38, p < 0.01, 95% confidence interval of 0.22-0.84). Conclusion The intention to engage in green behavior influences nurses' green behavior positively, and the relationship is stronger when ethical leadership is high in the organization than when ethical leadership is low. The results of this study can help both academics and practitioners to understand the micromechanism of environmentally sustainable development in more detail and to identify the mechanisms and boundary conditions of green behavioral intentions, green behavior, and ethical leadership.

Impact of Ethical Leadership and Mediating Effect of Organization Culture on Employees Performance: A Case of SSGC Zonal Office District Jacobabad Sindh, Pakistan

Ethical Leadership plays a vital role in every organization and is always seen as a positive perspective both in research and in practice and predicts the relation of employee performance and mediating role of organizational culture.&#x0D; The present research is conducted in a domestic public listed company named Sui Southern Gas Company (SSGC). The research was conducted for the purpose of evaluating the role of ethical leaders, followers who act and behave ethically, this paper presumes the high and low levels of ethical leadership and would show the positive and negative aspects of executives over employee performance and how organizational culture mediates and is affected by ethical leaders. In this paper primary resources were used, for the primary purpose, the questionnaire was spread to know the impacts of ethical leadership on employee performance and how organization culture mediates within SSGC.

Impact of Ethical Leadership on Organizational Outcomes through Mediation of Emotional Labor and Moderation of Followers Personality Traits

In the contemporary business environment, experimental verification show that the increasing amount of commercial fineness is recognized to the leadership competencies. Ethical leadership is become fundamental part for the developing businesses. Due to need of caring and ethical leaders the study will tackle the ethical leadership aspects by considering follower’s personality traits and inadvertent effects of emotional labor on follower’s job performance and follower’s perceived stress. This suggests that when leaders have high and low level of ethical leadership, they demonstration an upsurge in followers’ supervision of feelings. Study also examined that how ethical leadership influences the organizational outcomes by considering the mediation of emotional labor and moderation of personality traits. Questionnaire survey was used to collect the data by different pharmacy firms in Thailand. 200 responses were collected within one month. Result divulged that ethical leadership has negative effect on follower’s perceived stress and positive impact on follower’ job performance. After applying different statistical tools results indicated that in high ethical leadership employees not show their regulated emotions then followers stress level will increase and their performance of the job will decrease. Findings show that in moderate level ethical leadership employees showed their genuine emotions which increases their job performance and decreases their stress. Results revealed that employee’s management of emotions (surface acting and deep acting) increases the employee’s job performance and decreases the followers’ perceived stress when follower’s personality traits are moderated. At the end of article research limitations, implications and guidelines for additional investigation also included.

Becoming morally disengaged: how long does it take?

PurposeLeadership is a time-dependent process and a recent leadership research trend posits a central role of time-based variables. The dyadic tenure plays a keystone role in understanding leader–follower dynamics, especially as regards leader ethics. In line with this, from a social learning theory perspective, the authors propose a model that explains how and when ethical leaders' behaviors influence subordinates' moral disengagement.Design/methodology/approachWith a sample of 220 employees, the present study tests the conditional indirect effect of ethical leadership on followers' moral disengagement via instrumental ethical climate (IEC), using dyadic tenure as the moderator variable. The analyses were conducted with Hayes PROCESS macro.FindingsResults suggested that IEC fully mediates the relationship between ethical leadership and moral disengagement. Thus, when followers perceive low levels of ethical leadership, they notice higher levels of IEC, which is positively related to moral disengagement. However, IEC perception only influences moral disengagement when dyadic tenure approaches the third year.Originality/valueThis paper answers calls to include time-based variables in leadership studies. Hence, using dyadic tenure, this study gives support to previous propositions that were still awaiting empirical test.

درجة ممارسة قادة مدراس التعليم العام بمحافظة الحجرة للقيادة الأخلاقية وعلاقتها بالالتزام التنظيمي للمعلمين

هدفت الرسالة الکشف عن درجة ممارسة قادة مدارس التعليم العام في محافظة الحجرة للقيادة الأخلاقية، ودرجة الالتزام التنظيمي لدى المعلمين من وجهة نظرهم، وکذلک الکشف عما إذا کانت هناک علاقة ارتباطية دالة إحصائيا بين درجة ممارسة القادة للقيادة الأخلاقية ومستوى الالتزام التنظيمي لمعلمي مدارس التعليم العام بمحافظة الحجرة، والکشف عن الفروق ذات الدلالة الإحصائية بين متوسطات استجابات المعلمين حول تقديرهم درجة ممارسة قادة مدارس التعليم العام في محافظة الحجرة للقيادة الأخلاقية، ومستوى التزامهم التنظيمي والتي تعزى لاختلاف المتغيرات الشخصية (التخصص، المرحلة التعليمية، المؤهل العلمي، سنوات الخدمة، الدورات التدريبية).تم استخدام المنهج الوصفي بأسلوبيه المسحي والارتباطي، واعتمد الباحث لقياس درجة القيادة الأخلاقية على استبانة من إعداده تکونت من 40 عبارة مقسمة على ثلاثة أبعاد هي الصفات الشخصية الأخلاقية، العلاقات الإنسانية، السلوکات الإدارية الأخلاقية. وللالتزام التنظيمي مقياس (Allen, Meyer and Smith,1993 ) مع إجراء بعض التعديلات حتى يناسب الميدان التربوي.تم اختيارها بطريقة العينة العشوائية البسيطة، وبلغت نسبتها (53.45%) من مجتمع الدراسة. ومن أبرز نتائج الدراسة : - أن درجة ممارسة قادة التعليم العام في محافظة الحجرة للقيادة الأخلاقية جاءت بدرجة (عالية) من وجهة نظر المعلمين. - أن درجة الالتزام التنظيمي للمعلمين مدارس التعليم العام في محافظة الحجرة جاءت بدرجة (عالية) من وجهة نظرهم. - توجد علاقة ارتباطية (طردية) متوسطة القيمة وذات دلالة إحصائية عند مستوى دلالة (0.01) بين درجة ممارسة قادة مدارس التعليم العام في محافظة الحجرة للقيادة الأخلاقية ودرجة الالتزام التنظيمي للمعلمين. - لا توجد فروق ذات دلالة إحصائية عند مستوى دلالة (0.05) بين متوسطات استجابات معلمي مدارس التعليم العام في محافظة الحجرة حول درجة ممارسة القادة في مدارسهم تعزى إلى اختلاف متغيرات الدراسة. - لا توجد فروق ذات دلالة إحصائية عند مستوى دلالة (0.05) بين متوسطات استجابات معلمي مدارس التعليم العام في محافظة الحجرة حول درجة الالتزام التنظيمي لديهم تعزى إلى اختلاف متغيرات الدراسة. توصي الدراسة بتعزيز الوعي بمفهومي القيادة الأخلاقية والالتزام التنظيمي بمدارس التعليم العام من خلال برامج التنمية المهنية التي تقدم لقادة المدارس ووکلاءها والمعلمين فيها من أجل تکوين بيئات مدرسية تسودها درجات عالية من القيادة الأخلاقية والالتزام . Abstract Study Objectives Finding out the leaders application level of ethical leadership in public education schools and finding out the level of the organizational commitment of the teachers from the leaders' point of view in AL- Hajrah Governorate. In addition, finding out whether there is an engaging significant statistical relationship between the leaders application level of the ethical leadership and the level of organizational commitment of the teachers in public education schools in AL- Hajrah Governorate. Also, finding out the significant statistical differences between the means of teachers responses about the estimation of the leaders application level of ethical leadership in public education schools and the level of their organizational commitment which is attributed to the differences in their personal variables ( specialization, educational degree, academic degree, years of experience, training courses ).Descriptive approach ( along with its survey and co- relational styles ) was used in this study. The researcher depended on his own questionnaire that contained 40 statements divided into three dimensions (personal ethical traits, human relationships and the ethical management behaviors) to measure the level of the ethical leadership. and for organizational commitment used Allen, Meyer and Smith,1993 scale, with some appropriate modifications to be convenient for the educational field, was used in this study, too.It was chosen by using the simple random sample method. Its percent size was ( 53,45% ) of the total sample size. Results of the Study: - From teachers' point of view the leaders application level of the ethical leadership in AL- Hajra governorate was (high) - The organizational commitment level of teachers, who teach in public educational schools in AL- Hajra governorate, was (high) according to their point of view. - There is a direct relationship with average value and statistical significance at a level of (0,01) between the leaders application level of ethical leadership in public education schools and the organizational commitment of the teachers - There are no significant statistical differences at a level of (0,05) significance between the means of responses of public educational schools teachers about leaders application level of ethical leadership in their schools. Those differences were attributed to study variables. - There are no significant statistical differences at a level of (0,05) significance between the means of responses of public educational schools teachers about the organizational commitment level of the teachers which were attributed to study variables. The study recommends Enhancing the perception of ethical leadership and the organizational commitment concepts at public educational schools through professional development which provided to schools leaders and their staff in order to create educational environment which is prevailed with high levels of ethical leadership and commitment.

Antecedents of employee thriving at work: The roles of formalization, ethical leadership, and interpersonal justice

AbstractIn this paper, we examine whether the presence of a mechanistic structure (i.e. formalization) hinders or facilitates employee thriving at work. In doing so, we examine formalization as an antecedent of employee thriving at work. Specifically, we examine why and when formalization, as an important contextual factor, may facilitate employee thriving at work. We hypothesize that the positive relation between formalization and employees' thriving at work is mediated by their interpersonal justice perceptions. Furthermore, we hypothesize that ethical leadership moderates the indirect relationship between formalization and employee thriving at work via interpersonal justice. As such, this relationship is stronger in the presence of relatively high (rather than relatively low) levels of ethical leadership. Results from a two‐wave field study provide support for our hypotheses. We also discuss the theoretical and practical implications, limitations, and future research directions for our findings.

Ethical Leadership Practices and Factors Affecting It in South Addis Ababa District Commercial Bank of Ethiopia

The study aimed examining ethical leadership practices and factors affecting ethical leadership practices in Commercial Bank of Ethiopia (CBE). In doing so, the research inspected presence of ethical leadership practices. Based on the correlation between ethical leadership and ethical behaviors such as people orientation, fairness, power sharing, ethical guidance, role clarification, integrity and concern for sustainability are indications of ethical leadership practices in CBE. The study again explored effect of ethical dimension or behaviors on leadership practices of the bank. Quantitative research was employed to collect primary data for the study because it is convenient to reduce bias in collecting and analyzing data and mostly the results of quantitative studies are more valid, reliable and can be generalized for the larger population. The finding of the study indicates that there is moderate level of ethical leadership practices in South Addis Ababa District (SAAD) of CBE. Moreover, it was found that ethical leadership practices have positive relationship with ethical behaviors except the fairness dimension which showed weak correlation with the ethical leadership practices of the bank. It was also, discovered that some ethical behaviors such as integrity has high effect on ethical leadership practices. Hence, South Addis Ababa District in particular and Commercial Bank of Ethiopia in general should work to raise the moderate level of ethical leadership to higher level and it is recommended to follow a strategy which strengthen ethical behaviors practices in the organizational leadership practices. Keywords: Ethical leadership, Ethical leadership scale, Ethical leadership behaviors DOI: 10.7176/EJBM/13-1-01 Publication date: January 31 st 2021

Effects of Organizational Embeddedness on Unethical Pro-organizational Behavior: Roles of Perceived Status and Ethical Leadership

This study examines why individuals who are deeply embedded in the organization may engage in unethical pro-organizational behavior (UPB). Drawing from social identity theory and self-affirmation theory, we propose that deeply embedded employees may engage in UPB as a way of promoting or maintaining their status in the organization. We further propose that this positive relationship between organizational embeddedness and UPB, mediated through status perceptions, is stronger for employees working under managers who display low levels of ethical leadership. Using data gathered in a two-wave survey from 224 working adults, the results of the study lend support for the hypothesized relationships and remained significant even after controlling for affective commitment. The study advances our understanding of both contextual and individual factors motivating employees to engage in UPB and the boundary conditions under which UPB can be reduced.