Relationship Of Ethical Leadership Research Articles

Can Ethical Leaders Enhance Knowledge Sharing? The Role of Psychological Capital and Anticipated Reciprocal Relationships

The aim of the paper is to empirically investigate the influence of ethical leadership and psychological capital on knowledge sharing in business organizations. Furthermore, the paper investigates the mediating role of psychological capital and moderating role of anticipated reciprocal relationships in the relationship of ethical leadership with knowledge sharing. The analysis has been conducted on data gathered from 248 members of information technology (IT) companies by making use of survey questionnaire. Hypotheses are tested by analysing the data using structural equation modelling (SEM) and PROCESS macro. The study found that ethical leadership and psychological capital have positive effect on knowledge sharing. Ethical leadership also impacts psychological capital positively. Further, psychological capital acts as a mediator and anticipated reciprocal relationships act as moderator in the relationship of ethical leadership and knowledge sharing. This study establishes new antecedents of knowledge sharing, emphasizes the importance of ethical aspects of leadership in managing knowledge resources and enrich literature of Knowledge Management (KM), leadership, positive organizational behavior and human resources management. It further gives new perspectives to practitioners by recognizing the significance of ethical leadership, psychological capital and anticipated reciprocal relationships to enhance knowledge sharing. To the best of authors’ knowledge, this study is one of few initial studies to examine the linkages between ethical leadership, knowledge sharing and psychological capital as well as the role of anticipated reciprocal relationships therein.

Ethical Leadership and Corporate Social Responsibility in Diversified Business Groups: a Conceptual Model of Asian and Latin America

Purpose: This research provides a brief review which explores theories and concepts in International Business (IB) and management, covering global market dynamics, factors influencing foreign direct investment, the role of national culture in socially responsible policies, decision-making processes, evolving trends in CSR, ethical leadership's relationship with CSR in diverse business groups, and advancements in online communication, simulation games, and enterprise systems. Valuable insights for practitioners and scholars are provided, illuminating the complexities of the dynamic field of business and management.
 
 Design/Methodology/Approach: This research paper employs diverse methodological approaches, including literature review, qualitative analysis, and theoretical modeling, to investigate various aspects of IB and management. Through a qualitative synthesis approach, key themes and findings related to the research topic are identified.
 
 Findings: This research highlights the significance of digital platforms in delivering global consumer value. Cultural differences influence Foreign Direct Investment (FDI) inflows, shaped by host country norms. European SMEs' profitability, responsible conduct, and B2B relationship tendencies are affected by national culture dimensions.
 
 Theoretical Implication: This analysis reveals the impact of digital platforms, cultural differences, and national culture on global markets and international business. It emphasizes ethical leadership, institutional diversity, strategic direction, and human rights.
 
 Managerial Implication: Managerial implications for international business strategies include leveraging digital platforms for value creation, assessing cultural agility competencies in talent identification, considering socio-cultural context in framing victimization experiences, incorporating factors like corruption, contract enforcement, IP protection, and cultural compatibility in FDI decisions.
 
 Industrial Implication: Significant implications found for the industry in utilizing big data, including ethical and legal considerations. Cultural adaptation crucial for FDI strategies and CSR initiatives. Ethical leadership as a competitive advantage for CSR.
 
 Originality and Value: This literature review highlights the significance of cultural adaptation in global markets, exploring the impact of national culture on corporate behavior. It introduces a novel model for ethical leadership and CSR in Digital Platforms and Ecosystems (DPEs). It serves as a valuable resource for researchers, policymakers, and practitioners in the field of International Business, identifying research gaps for future studies.

Ethical Leadership and Corporate Social Responsibility in Diversified Business Groups: A Conceptual Model of Asian and Latin America

Purpose: This research provides a brief review which explores theories and concepts in International Business (IB) and management, covering global market dynamics, factors influencing foreign direct investment, the role of national culture in socially responsible policies, decision-making processes, evolving trends in CSR, ethical leadership's relationship with CSR in diverse business groups, and advancements in online communication, simulation games, and enterprise systems. Valuable insights for practitioners and scholars are provided, illuminating the complexities of the dynamic field of business and management. Design/Methodology/Approach: This research paper employs diverse methodological approaches, including literature review, qualitative analysis, and theoretical modeling, to investigate various aspects of IB and management. Through a qualitative synthesis approach, key themes and findings related to the research topic are identified. Findings: This research highlights the significance of digital platforms in delivering global consumer value. Cultural differences influence Foreign Direct Investment (FDI) inflows, shaped by host country norms. European SMEs' profitability, responsible conduct, and B2B relationship tendencies are affected by national culture dimensions. Theoretical Implication: This analysis reveals the impact of digital platforms, cultural differences, and national culture on global markets and international business. It emphasizes ethical leadership, institutional diversity, strategic direction, and human rights. Managerial Implication: Managerial implications for international business strategies include leveraging digital platforms for value creation, assessing cultural agility competencies in talent identification, considering socio-cultural context in framing victimization experiences, incorporating factors like corruption, contract enforcement, IP protection, and cultural compatibility in FDI decisions. Industrial Implication: Significant implications found for the industry in utilizing big data, including ethical and legal considerations. Cultural adaptation crucial for FDI strategies and CSR initiatives. Ethical leadership as a competitive advantage for CSR. Originality and Value: This literature review highlights the significance of cultural adaptation in global markets, exploring the impact of national culture on corporate behavior. It introduces a novel model for ethical leadership and CSR in Digital Platforms and Ecosystems (DPEs). It serves as a valuable resource for researchers, policymakers, and practitioners in the field of International Business, identifying research gaps for future studies.

Relationship of ethical leadership, organizational culture, corporate social responsibility and organizational performance: a test of two mediation models

PurposeThe sound leadership style can be indicative of organizational success and explanatory of quality performance. Besides this, there are various factors that can impact organizational performance. To this end, this study aims to investigate the effect of ethical leadership on organizational performance, with the mediating role of corporate social responsibility (CSR) and organizational culture.Design/methodology/approachThe service sector in Jordan was targeted by this research, and data were collected from 371 middle-level and top-level managers working in service companies. These responses were analyzed by using analysis of a moment structure.FindingsThe result conveyed that ethical leadership does not only influence organizational performance, but it also, and positively so, affects the organizational culture and CSR. In addition, CSR and organizational culture significantly mediate the relationship between ethical leadership and organizational performance.Practical implicationsThe findings of this study are a guide for managers and owners of service companies who are aiming to enhance organizational performance. If they follow the ethical leadership approach and emphasize CSR initiatives and organizational culture, they can attain, and naturally so, the maximum level of organizational performance.Originality/valueTo the best of the authors’ knowledge, this research paper is the first to analyze ethical leadership in the context of the service sector in Jordan and highlight its influence on organizational culture, CSR and ultimately organizational performance. Moreover, it examined the mediating effects of organizational culture and CSR between ethical leadership and organizational performance.

Reinforcing Moral Disengagement in the Relationship of Ethical Leadership on Employee Task Performance

This study analyzes the relationship between ethical leadership and task performance and the moderating effect of moral disengagement. The data in this study were 244 respondents who were taken by conducting a web-based questionnaire for employees in various industries in Indonesia. To process data and test hypotheses, researchers used the SEM-PLS approach. This study found that ethical leadership influences employee task performance. However, the relationship between ethical leadership and employee task performance was found to be positive and significant. This study also found that moral disengagement has a moderating effect, strengthening the relationship between ethical leadership and task performance.

How Compassion and Justice Mediate the effect of Ethical Leadership on Interpersonal Citizenship Behavior (OCBI)

While many analysts have directed few investigations on the influence of ethical leadership on the behavior of citizenship, in different contexts, however, not much is known about the moral components make it possible to produce follow-up findings as Organizational Citizenship Behavior(OCBs) for leaders, especially, Interpersonal OCBs (OCBI). For this, we suggested a hypothetical structure, thereby adapting Zoghbi-Manrique-de-Lara and Viera-Armas (2019) model to include Organizational Justice. Therefore, we intend to study the association of Ethical Leadership with OCBI empirically while in the view of various determining factors of Workplace Compassion (i.e. empathic concern, common humanity, mindfulness, and kindness), and Organizational Justice (i.e. procedural justice, distributive justice, and interactional justice) as mediating variables. Empirical validity was recognized; by directing a review utilizing a standardized close-ended questionnaire. Using Confirmatory Factor Analysis (CFA) and Structured Equation Modeling (SEM), information was collected from 350 employees and investigated. Both direct and indirect effect was tested; by using Structural Equation Modeling (SEM) via SmartPLS software. Thus, the results revealed that: except for Common Humanity, ethical leadership remained significantly and positively connected with all factors of Workplace Compassion (Empathic Concern, Mindfulness, and Kindness), as well as with all three-factor of Organizational Justice (Procedural Justice, Distributive Justice, and Interactional Justice. However, ethical leadership seems to hurt the Mindfulness factor. Also, among compassion determinants, only Empathic Concern seems to affect OCBI. Whereas only interactional justice has a significant positive association with OCBI; further, the findings revealed that there is an insignificant mediating effect of workplace compassion and organizational justice in the ethical leadership relationship with OCBI. Hence, the investigation has portrayed significant ramifications for the organizations.

THE ROLE OF ETHICAL LEADERSHIP IN PROMOTING EMPLOYEE INNOVATIVE WORK BEHAVIOR MEDIATED BY THE PERCEIVED MEANINGFUL WORK AMONG THE ICT SECTOR STAFF IN OMAN

The ICT sector in Oman has a lot of potentials to grow and contribute to the employment creation and diversification of the economy of the country. The sector also faces global international competition and requires to give greater attention to the creative potential of its staff to compete. In the present study, we investigated how ethical leadership can influence employee innovative work behavior with the mediating role of perceived meaningful work. By using the survey method as a primary method of data collection, we generated a useable sample of 121 participants belonged to the ten selected ICT firms. We utilized the SmartPLS version 3 for data analysis. The analysis included an assessment of the measurement model for testing the reliability, convergent validity, and discriminant validity of the constructs for which we found satisfactory results. The second stage of analysis included an assessment of the structural model for hypothesis testing. We found that ethical leadership has positive and significanteffects on employee innovative work behavior (?=1.77, P<.05); and perceived meaningful work (?=.815, P<.05). We did not find significant effects of perceived meaningful work on employee innovative work behavior (?=-.077, P>.05). The analysis of indirect effects for testing the mediation hypothesis shows that perceived meaningful work does not work as a mediator between the relationship of ethical leadership and employee innovative work behavior (?=-.634, P>.05). Our findings imply that ICT firms should develop ethical leadership behavior among the supervisory staff, line managers, and team leaders to facilitate favorable employee outcomes in this particular context. Keywords:Ethical Leadership, Innovative Work Behavior, Creativity, Meaningful Work, ICT, Oman

IMPACT OF ETHICAL LEADERSHIP ON ORGANIZATIONAL COMMITMENT AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR WITH MEDIATING ROLE OF INTRINSIC MOTIVATION

Ethical leadership in the field of organizational behavior and management has emerged as a significant area of interest in the recent leadership literature. There are, however, few studies that empirically examine the impact of ethical leadership through mediation processes on organizational engagement and citizenship actions. We have built a conceptual model to check whether ethical leadership effects the Organizational Citizenship Behaviour and commitment of organizational citizenship through the mediation of intrinsic motivation. For data collection, sample size of 340 was determined through item response theory. Data was collected through self-administrated questionnaire from different commercial banks located in geographical premises of Lahore, Pakistan. SPSS and AMOS software were used to carry out the analysis, structural equation modeling technique was applied to test the direct and indirect relationships. The results indicated that ethical leadership has a positive effect on the association of organizational commitment and citizenship behaviour within organizations. In fact, intrinsic motivation mediates between the relationship of ethical leadership and the conduct of organizational citizenship. Nevertheless, results also show that in the banking sector there is no mediating effect of intrinsic motivation between ethical leadership and organizational citizenship behaviour. Limitations have been discussed, as have future guidelines. Keywords : Ethical leadership, Organizational commitment, Organizational citizenship behavior, Intrinsic motivation, Banking sector, Pakistan JEL Classification: M19 DOI: https://doi.org/10.32479/irmm.9840

Mediating role of employees\u2019 trust in the relationship between ethical leadership and workplace deviance in the public sector hospitals of Khyber Pakhtunkhwa

The increase in deviant workplace behavior within organizations is compelling scholars and practitioners to find an appropriate solution to control this dilemma. Therefore, this research attempts to investigate the association between ethical leadership and workplace deviance, with employees’ trust as a mediator in the relationship between ethical leadership and workplace deviance in the public sector hospitals of Khyber Pakhtunkhwa (KPK), Pakistan. This research utilized survey strategy, with a quantitative method using a cross-sectional design, applied convenient sampling technique and usable questionnaires were 202 from the understudy sector. Furthermore, the Statistical Package for Social Sciences (SPSS) was utilized to screen the data. SPSS was further used for computing preliminary data analysis, for instance, normality, reliability, standard deviation, mean, and frequencies for each construct. Furthermore, correlation and regression analyses were conducted. This study found (a) a negative and significant association between ethical leadership and workplace deviance, (b) a positive and significant relationship between ethical leadership and employees’ trust (c) a negative and significant association between employees’ trust and workplace deviance, and (d) that employees’ trust mediates between the relationship of ethical leadership and workplace deviance. Therefore, this study highlights several theoretical and practical implications and provides further insight into how workplace deviance can be controlled specifically in the public sector hospitals of KPK. Lastly, limitations and suggestions for future researches are provided.

The mediating role of Justice Perceptions in the linkage between Ethical Leadership and employee outcomes: A study of Indian professionals

The present study examines the relationship of ethical leadership with job satisfaction, affective commitment and normative commitment in the Indian context. This study also examines the mediating role of procedural justice perceptions in this relationship. A self-reported questionnaire survey (N = 255) was conducted in various Indian organisations in the northern part of India. As hypothesised, ethical leadership was positively related to all the four dimensions of organisational justice namely procedural, distributive, informational and interpersonal justice. Further, procedural justice mediated the relationship of ethical leadership with job satisfaction, affective commitment, and normative commitment. Results also indicated the mediating role of informational justice in the relationship of ethical leadership with affective commitment and job satisfaction, highlighting the need for information transparency among employees in India. Managerial implications of the study are discussed.

A leader indeed is a leader in deed: The relationship of ethical leadership, person–organization fit, organizational trust, and extra-role service behavior

AbstractIn this study, the effect of ethical leadership on extra-role service behavior, and the role of person–organization fit and organizational trust on this effect were examined. A multi-level research model was established in the research and hypotheses were tested within this model. The data of this research study were obtained from 205 workers of two hospitals (public and private), in a certain province in Turkey. The obtained findings demonstrated that ethical leadership strengthened the trust in the organization both directly and over person–organization fit. Moreover, based on the findings, it was determined that ethical leadership increased extra-role service behavior by means of organizational trust. The theoretical and practical implications of all of the findings were discussed and evaluated in the context of national culture.

Relationship of Ethical Leadership, Corporate Social Responsibility and Organizational Performance

Corporate social responsibility (CSR) has become a major part of the foodservice industry due to external forces which encourage enterprises’ responsiveness. In reality, consumers’ social concern influences their attitudes towards foodservice firms’ socially responsible practices and purchase decisions, thereby influencing senior management to react. Considering this issue, this study examines the impact of senior management’s ethical leadership in evaluating operational, commercial, and economic performances along with the mediating role of CSR in the foodservice industry. A conceptual model was formulated and empirically tested based on responses from 196 foodservice franchise firms in South Korea. The results indicated ethical leadership significantly influenced CSR and operational performance, while CSR also had a positive effect on operational and commercial performances. Additionally, operational performance had a significantly positive influence on commercial performance, which subsequently enhanced economic performance. Overall, the findings highlight the role that ethical leadership exhibited by senior management of foodservice franchises influenced initiation of CSR activities, which provide implications for research and industry practice and is outlined.

Examination of the relationship between servant leadership and agency problems: gender matters

PurposeThe purpose of this paper is to examine the relationship between servant leadership and agency problems. Also, the paper seeks to determine whether gender plays a role in this relationship.Design/methodology/approachA survey of 276 employees was carried out to investigate the relationship between the characteristics of servant leadership and the constructs of agency problems of 36 male and 22 female managers/supervisors in the banking sector months before the financial crisis in Cyprus. The responses were subjected to a series of correlational and structural equation modelling analyses.FindingsThe study revealed three major findings. First, the relationship between servant leadership behaviour and agency problems is near zero and not significant. Second, the servant leadership behaviour of female managers/supervisors brings the desired negative influence on the constructs of agency problems. Finally, the servant leadership behaviour of males has a more positive and significant influence on agency problems than that of females. These findings should be interpreted with caution, because more female than male participants rated the male managers/supervisors, and salient traits might cause followers to feel that female managers display more servant leadership characteristics, regardless of whether they exhibit them or not.Research limitations/implicationsThe conclusions cannot be generalised because the research was conducted in a country undergoing a financial crisis. However, this study provides a springboard to further explore whether the findings are valid if the sample is taken from a country not facing financial crisis, and if an equal number of male and female participants involved in rating male managers/supervisors.Practical implicationsThese findings provide evidence that servant leadership is not a gender-neutral ethical construct, and practitioners should focus to develop or recruit managers who possess an ethic of care that could bring the desired negative outcome on the constructs of agency problems.Originality/valueThis is the first study empirically investigating the agency problems – ethical leadership relationship in Cyprus. Moreover, the potential role played by gender for the aforementioned relationship was empirically examined.

"The Relationship of Ethical Leadership, Co-Worker Support, Job Satisfaction and Team Performance"

Based on data from 23 teams of a private health care organization in Germany (N = 214) we investigated the relationship between ethical leader behavior, co-worker emotional support, job satisfactio...

Ethical leadership and followers' helping and initiative: The role of demonstrated responsibility and job autonomy

In this multisource study, we investigated a mediated moderation model proposing the moderating role of job autonomy and the mediating role of responsibility in the relationship of ethical leadership (subordinate rated) with helping and initiative (supervisor rated). In line with expectations, a study among 147 leader–follower dyads demonstrated that perceived job autonomy moderated the relationship of ethical leadership with both helping and initiative such that this relationship was positive when job autonomy was high, but not significant when job autonomy was low. This moderated relationship was mediated by the extent followers demonstrate responsibility at work. Responsibility fully mediated the moderated relationship of ethical leadership with follower initiative and partially mediated the moderated relationship of ethical leadership with follower helping behaviour.

Effects of Ethical Leadership on Perceived Organizational Support and Organizational Commitment of Nurses in a Hospital - Mediating Role of Perceived Organizational Support -

Purpose: This study was done to investigate the relationship of ethical leadership to perceived organizational support and organizational commitment, and explored the mediating role of perceived organizational support in ethical leadership and organizational commitment of nurse. Method: Data were collected from 256 nurses in one city. Data from the completed questionnaires was analyzed with the SPSSWIN and AMOS programs. Result: Ethical leadership related positively to perceived organizational support and organizational commitment. There was also a positive relationship between perceived organizational support and organizational commitment. It was found that perceived organizational support showed a partial mediating role between relationship of ethical leadership and organizational commitment. Conclusion: The results suggest that positive effects in developing organizational commitment in nurses occur when nurse administrators are concerned about ethical leadership and perceived organizational support.