Perceptions Of Ethical Leadership Research Articles

Bridging the gap: Ethical leadership, human resource practices and organisational justice

Orientation: Perceived organisational justice (POJ) and the role of human resource (HR) practices have been well documented, researched and argued. The role of leadership, and specifically the perception of ethical leadership in the relationship between HR practices and POJ has not been investigated, especially not in South Africa.Research purpose: This study aimed to determine the extent to which HRs practices influence POJ and the mediating role of ethical leadership, through a sectoral comparison.Motivation for the study: It is often, and rightfully, argued that the experience of HR practices determines employees’ perception of organisational justice; however, there is paucity in the perception of ethical leadership.Research approach/design and method: This study used a cross-sectional design and survey methodology. Convenience sampling resulted in 1184 respondents from 20 organisations in the South African private and public sectors.Main findings: A positive significant (p 0.05) relationship exists between HR practices and POJ, mediated by ethical leadership (mediation 32% for the private sector, 13% for the public sector and 21% for the combined sample).Practical/managerial implications: This research endeavour has the potential of empowering the leadership to propose concrete HRs strategies to cultivate proactive work behaviours influencing performance and competitiveness.Contribution/value-add: This study validated the ethical leadership and POJ instruments to be used with confidence in South Africa. It further emphasised the importance, not only of the perceptions of HR practices on the perception of organisational justice but also the role of leadership in this relationship, specifically ethical leadership.

Effect of Ethical Leadership and Employee Voice on Happiness at the Workplace

There is importance in revealing the factors that affect happiness at the workplace, which provides important benefits both to employees and organizations. The current study aimed at determining the effects that ethical leadership and employee voice have on happiness at the workplace. In addition, it was also aimed at revealing the mediating role of employee voice in the effect of ethical leadership on happiness at the workplace. The study was performed in İstanbul between November 1st, 2022, and October 6th, 2023, and the data were obtained from employees working at private hospitals in this province. In the study, the data were obtained from 302 employees. According to results of the study, ethical leadership positively affects employee voice. Ethical leadership and employee voice positively affect happiness at the workplace. In addition, employee voice has a mediating role in the effect of ethical leadership on happiness at the workplace. The study conclusions show that happiness at the workplace is affected by ethical leadership and employee voice. According to these conclusions, some suggestions were made to increase the perception of ethical leadership, employee voice and happiness at the workplace.

Perceptions of Values as a Mediating Variable between Moral Leadership and Organizational Commitment Among Jerusalem School Teachers

The study aims to reveal the reality of perceptions of values, moral leadership, and organizational commitment among teachers in Jerusalem schools, as well as examining the construction of a proposed model for this relation. To achieve this, the descriptive correlational approach was used, through a cross-sectional design, as one of the quantitative methods that uses correlation analysis and the structural model, to verify the relationships between variables, through a questionnaire that includes the three study measures, through a sample that included 366 male and female teachers, chosen by the stratified method. Random. The results of the study show that the reality of perceptions of values, ethical leadership, and organizational commitment, from the point of view of Jerusalem school teachers, was at a high degree. The results also show that there is a direct effect between ethical leadership on the one hand and both: (perceptions of values and organizational commitment), and also the presence of a direct effect between Perceptions of values and organizational commitment. The value of the indirect effect of ethical leadership on organizational commitment came in the presence of perceptions of values, which means that there is an effect of the mediating variable, perceptions of values, on the relationship between ethical leadership and organizational commitment.

Does gender matter in ethical leadership perceptions? Cross-national evidence

Last decade’s ethical leadership failures in business across the globe had severe ramifications, including bankruptcy for corporations that had previously been viewed as exemplary. Hence, ethical leadership has gained increased attention from both practitioners and researchers. In particular, the increased focus has been placed on ethical leadership perceptions in management settings. This paper presents empirical findings from a three-country experiment (N = 538) on the perceptions of ethical and unethical leadership, and how they interact with gender. Building on role congruity theory, we posit that female leaders encounter more severe criticism for unethical leadership compared to male leaders, but they also garner greater positive reactions for ethical leadership. We also hypothesize the existence of national differences in ethical leadership perceptions. Our results indicate that the rater’s perceptions are influenced by the gender of the leader they are rating and by ethical leadership. The rater’s gender, however, does not affect the evaluation of male and female leaders in the cultures examined. We have also found national differences among perceptions of ethical leadership, in line with the Corruption Perception Index. We further explore the consequences of these results for theoretical and practical applications in this paper and propose directions for future research.

Unpacking the paradoxical impact of ethical leadership on employees' pro-social rule-breaking behavior: The interplay of employees' psychological capital and moral identity.

This study delves into the complex dynamics of ethical leadership's influence on employees' pro-social rule-breaking behavior, taking into account the mediating role of psychological capital and the moderating effect of moral identity. Using data collected from nursing staff in Pakistani hospitals and analyzed through PLS SEM, the study yielded unexpected results. Contrary to the initial hypotheses, the findings reveal a positive relationship between ethical leadership and employees' pro-social rule-breaking behavior within organizational settings. Furthermore, the study identifies psychological capital as a key mediator in this relationship, while moral identity emerges as a crucial moderator. These results challenge the conventional perception of ethical leadership as an exclusively positive form of leadership and underscore its unintended consequences. Moreover, they underscore the significance of employees' psychological processes and individual differences in unraveling this paradoxical relationship. These results have the potential to reshape how organizations view ethical leadership and consider the unintended outcomes it may generate. Future research can build upon these findings to explore the boundaries and contextual factors that influence the effects of ethical leadership, ultimately contributing to a more comprehensive understanding of leadership dynamics in diverse organizational settings.

Ethical Leadership and Creativity Among Employees: Does Leadership Trust and Organizational Climate Matter?

Purpose: Leaders encourage employee innovation for organizational effectiveness, but the perception of ethical leadership and factors like trust and organizational climate can influence this dynamic. This study assessed leadership trust and organizational climate as explanatory factors influencing the association between ethical leadership and creativity.Design: Responses were sought from 354 employees from a multinational organization in manufacturing in Ghana. The respondents completed questionnaires that measured ethical leadership, employee trust in leadership, organizational climate, and creativity.Findings: The findings using the PROCESS macro indicated a positive relationship between ethical leadership and creativity. The influence of ethical leadership on creativity was confirmed to be moderated by organizational climate and partially mediated by employees’ trust in leadership. The findings clearly highlight the eminence of leadership trust and organizational climate in explaining ethical leadership's impact on employees' creativity. Practical Implications: The study implies that organizations aiming to enhance creativity and effectiveness should promote ethical leadership while considering the influence of trust and the overall work environment. This study is the first of its kind to assess the underlying mechanisms of leadership trust and organizational climate in explaining the linkage between ethical leadership and employee creativity.

The Power of Ethical Leadership in Advancing Social Justice and Equity in Physical Education Programs in Beijing, China

The study aimed to investigate the impact of the pandemic on physical education teachers and coaches in Beijing, China. A sample of 132 teachers was selected using random sampling. A survey questionnaire was developed to collect data on ethical leadership practices, social justice outcomes, and equity outcomes in physical education programs. The Likert-type scale measured the perceived role of program administrators in promoting ethical leadership. Data analysis used descriptive statistics, Pearson-R, the t-test, and ANOVA to test hypotheses. The study examined the correlation between ethical leadership and social justice in physical education programs. The results indicated that there was no significant correlation found between perceptions of ethical leadership and social justice promotion. This suggests that variations in individuals' perceptions of ethical leadership were not strongly linked to variations in their perceptions of social justice promotion.

Beyond the universal perception: Unveiling the paradoxical impact of ethical leadership on employees’ unethical pro-organizational behavior

Ethical leadership, widely recognized as a positive leadership style, has shown inconsistent relationships with employees' unethical pro-organizational behavior in the workplace. This study draws on the social cognitive theory to investigate the paradoxical impact of ethical leadership on employees' unethical pro-organizational behavior. It also examines the mediating role of employees' psychological empowerment and the moderating effect of moral identity. The study collects data from 515 nursing staff working in public and private hospitals in Pakistan at three different time intervals, and analyzed using PLS SEM. Contrary to the previous studies and our initial hypothesis, the findings reveal a positive relationship between ethical leadership and employees' unethical pro-organizational behavior. Additionally, the study demonstrates that employees' psychological empowerment positively mediates the relationship between ethical leadership and employees' unethical pro-organizational behavior. This underscores the significance of employees' psychological processes. Furthermore, the relationship between ethical leadership and employees' psychological empowerment is moderated by employees' moral identity. This highlights the role of the individual differences in shaping employees’ behavior within the workplace. Overall, these results challenge the universal perception of ethical leadership as a positive form of leadership, shedding light on the unintended consequences and paradoxical impact it can have in organizations.

University Students' Perceptions of Ethical Leadership and Work Ethics

To achieve the sustainable development goals, it is recommended that organizations worldwide set and adhere to ethical and governance standards. Workplace ethics is an expression of the values an organization holds towards its employees, and therefore includes the behavior of managers and their leadership style and practices. The young generations' perceptions of ethical leadership are worth exploring because they will be the decision-makers of the future. In our research, we interviewed Hungarian university students - mainly studying economics - about ethical leadership and work ethics who have had work experience (N=143). We developed our hypotheses based on Starratt's three-dimensional ethical model and conducted SEM analysis using SmartPLS4 software. We found that the Ethics of Justice factor influences the Ethics of Critique and Ethics of Care factors. Our results also show that achieving greater social justice is important to them in their decision-making. The surveyed Generation Z in Hungary considers the interests of both the individual and the community to be important for workplace ethics. Our research contributes to young people's understanding of ethics in the workplace and ethical leadership.

Lecturers' Perception of Deans’ Ethical Leadership and its Impact on Lecturers’ Engagement at Public Universities in Afghanistan

This study found out lecturers’ perception of deans’ ethical leadership and its relationship with lecturers’ engagement at public universities in Afghanistan. The study used a quantitative method and correlational research design. The data was collected from 152 respondents from ten public universities through an electronic questionnaire. The study used descriptive statistics to obtain the deans’ ethical leadership perception and inferential statistics to determine the correlation between the variables. The result of the study showed that deans of the faculties at public universities in Afghanistan are moderate ethical leaders, and has a significant relationship with instructors' emotional engagement and social engagement (colleagues) and no significant relationship with cognitive engagement and social engagement (students).

The ethics of diversity ideology: Consequences of leader diversity ideology on ethical leadership perception and organizational citizenship behavior.

Scholars have suggested that leader diversity ideologies are imbued with ethical or normative content (e.g., Nkomo & Hoobler, 2014). We advance this literature by examining the ethical consequences of leader diversity ideologies. Specifically, we integrate the ethical leadership framework and the theory of recognition to suggest that leaders who communicate about diversity by acknowledging individuals' racial/ethnic identities (i.e., use identity-conscious ideology) are deemed by followers as more ethical than leaders who do not (i.e., use identity-blind ideologies). We further suggest that this effect is stronger for followers who are higher in institutional discrimination awareness (defined as those who are more likely to view racial/ethnic identities as consequential within society). Finally, we assert that this interactive effect on ethical leadership will subsequently influence follower engagement in discretionary, proactive behavior directed toward the organization. We found support for our predictions across two experiments and a field study. Overall, our findings illustrate the ethical consequences of leader diversity ideologies. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Environmental orientation on the frontline: A boundary‐spanning perspective for supply chain management

AbstractFrontline employees (FLEs) are the face of every organization in the supply chain, and therefore, supply chain partners understand each other's environmental values through these interactions. An environmental orientation conveys a firm's commitment to the natural environment to both internal and external stakeholders along the supply chain. Building upon social identity theory within a boundary‐spanning perspective, we estimate a model which examines how this firm‐level orientation leads to FLE's environmental identification. These FLEs work harder and are more satisfied at higher levels of identification, which ultimately translates to perceptions of higher‐quality products and prosocial impact. FLE's perceptions of ethical leadership and trust in their organization moderate this serial mediation model. Together, we provide insights into the benefits of frontline employees who identify with an environmental organization.

Does it take two to tango? The joint role of high-performance work systems and ethical leadership

Employees’ organizational citizenship behavior (OCB), influenced both by human resource management (HRM) and leadership, is vital for meeting non-standard and unpredictable customer demands in the service industry. Drawing on social exchange theory, substitute-for-leadership theory and information-processing perspective, this study addresses the question of how employees’ perceptions of high-performance work systems (HPWS) and ethical leadership interact to impact employees’ affective commitment and service-oriented OCB. We tested the theoretical model using a sample of 275 supervisor–subordinate dyads from chain store enterprises in the service sector in Taiwan. The proposed models were tested with hierarchical linear modeling and Monte Carlo simulation. We found that the presence of high ethical leadership weakens the positive effect of employees’ perceptions of HPWS. Furthermore, affective commitment mediates the interactive effect of employees’ perceptions of HPWS and ethical leadership on employee service-oriented OCB. In particular, the indirect effect is positive and significant when ethical leadership is low.

In the eye of the beholder? Gendered perception of CEOs’ ethical and unethical leadership

Over the last decade, enabled by the ever-faster dissemination of information, customers have increasingly begun to scrutinize CEOs’ ethical leadership behavior. Although potentially hazardous for companies, this development also poses opportunities, with some CEOs managing to create a positive image of their organizations through ethical leadership. Extensive literature also suggests that perception of leadership is not only influenced by CEOs’ behavior but also by gender stereotypes. The present study seeks to accentuate the relevance of gender in the public perception of ethical and unethical leadership. In a survey experiment using a nationally representative sample (N=1055) from Iceland, one of the most egalitarian countries in the world, we find that male CEOs suffer more severe negative consequences for unethical behavior then female CEOs do. Additionally, our results suggest that female members of the public are more appreciative of ethical leadership than their male counterparts. These results underscore the importance of gender stereotypes and perceiver’s gender when examining ethical leadership perceptions and indicate that ethical leadership might possess some unique characteristics that set it apart from other leadership concepts. We conclude by discussing the implications of these findings for theory and practice and suggest avenues for further research.

The Impact of Trust on the Relations between Ethical Leadership and Internal Whistleblowing Intention

The aim of this study is to examine the impact of trust on the relationship between ethical leadership and internal whistleblowing intention. The study was motivated by the lack of willingness of organization members to blow the whistle on misconduct or unethical action internally compared to external whistleblowing. The willingness to blow the whistle internally is crucial, particularly to prevent negative impacts on the organization's performance and reputation. Using a quantitative method through a survey, this study examines 140 Indonesian public servants from one of the government directorates focused on perceptions of trust, ethical leadership, and internal whistleblowing intention. Using Structural Equation Modelling (SEM) and Partial Least Square (PLS), this study unveiled that the length of working periods determines the trust development. Meanwhile, feelings are key to an affective trust that influences ethical leadership to encourage the willingness of organization members to intentionally whistleblowing misconduct or unethical action internally.

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.

Supplemental Material for The Ethics of Diversity Ideology: Consequences of Leader Diversity Ideology on Ethical Leadership Perception and Organizational Citizenship Behavior

Supplemental Material for The Ethics of Diversity Ideology: Consequences of Leader Diversity Ideology on Ethical Leadership Perception and Organizational Citizenship Behavior

Exploring missing links between ethical leadership and multidimensional work behavior: the mediating role of multidimensional psychological ownership

ABSTRACT We investigated how employees’ perceptions of ethical leadership affects different facets of work behavior. We also explored the effects of psychological ownership on this relationship. Data were collected from 456 workers from various industries in Taiwan over three time periods. Ethical leadership positively related to both psychological ownership of the job and organization. Specifically, we found that psychological ownership of the job positively predicted contextual performance and was negatively associated with counterproductive work behavior. Additionally we found psychological ownership for the organization to be negatively associated with counterproductive work behavior for the organization.

Nanoscientists’ perceptions of serving as ethical leaders within their organization: Implications from ethical leadership for responsible innovation

ABSTRACT Ethical leadership is a key component of responsible research innovation within science organizations because it fosters democratic participation in ethical behaviors among the scientists conducting the research innovation. Although scholars agree with the importance of roles from scientists in improving the societal impacts of science organizations, little is known about scientists' understanding of their potential role as ethical leaders. To fill this gap, our current study analyzes qualitative data collected from 132 nanoscientists about their perceptions of ethics and ethical leadership in the workspace. Five types of ethical leadership were culled from open-ended data collected in the survey: Exemplar, Codifier, Visionary, Philosopher, and Communicator. These emergent leadership constructs suggest a starting point for researchers and administrators to develop a path forward for responsible research innovation training programs that can help scientists lead the members of their organizations toward making important linkages between the work they do and larger societal contexts.

Perceptions of Organizational Silence, Ethical Climate and Ethical Leadership by Green And Non-Green Hotel Employees

Çalışanlar, örgüt içerisinde görüş ve önerilerini rahatça tartışabildikleri, sorunlarını ve çözüm önerilerini ortaya koyabildikleri bir çalışma ortamında daha verimli ve etkili olabilmektedir. Bu ortamın sağlanmasında örgüt iklimi ve yönetici davranışları önemli yer tutmaktadır. Yeşil otelcilik; en temel anlamıyla, enerji tasarrufu sağlayıp atık miktarını azaltarak doğayı korumayı, sürdürülebilirliği hedefleyen bir sistemdir. Bunun yanında örgüt imajının sağlamlaştırılması ve pazarlamada avantajlı duruma geçmek gibi sonuçlar da amaçlanmaktadır. Bu amaçlar şirketin karlılığı ile ilgilidir. Ayrıca yeşil otel kavramı yönetim anlamında da bazı yenilikleri gerektirmektedir. Bunlar yeşil otelcilik felsefesinin uygulanabilmesi için zorunlu olan yeniliklerdir. Dolayısı ile yeşil otelcilik kavramının, sadece maliyetleri düşürmek ya da pazarlamada avantaj sağlamaktan ziyade hem yöneticilik hem de çalışanlara yaklaşım açısından birtakım yenilikler getirmesi ve farklılıklar yaratması beklenmektedir. Bu görüşten yola çıkarak 368 katılımcıyı kapsayan, yeşil otel ve yeşil olmayan otel çalışanlarına, “Örgütsel Sessizlik”, “Etik İklim” ve “Etik Liderlik” algılamalarını içeren bir anket uygulanmıştır. Araştırmanın sonucunda, yeşil olmayan ve yeşil otel çalışanlarının “Etik Liderlik”, “Etik İklim” ve Örgütsel Sessizliğin alt boyutları olan “Savunmacı Sessizlik” ve “Toplum Yararına Sessizlik” algılamalarında bir farklılık bulunmamıştır. Bir tek anlamlı farklılık Örgütsel Sessizliğin “Kabullenici Sessizlik” alt boyutunda saptanabilmiştir ve bu sonuca göre; yeşil otel çalışanlarının “Kabullenici Sessizlik” algısının, yeşil olmayan otel çalışanlarına göre daha düşük olduğu bulgulanmıştır.