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The Effect of Ethical Leadership on Follower Moral Identity: The Mediating Role of Psychological Empowerment
Abstract
In this study, we examined psychological empowerment as an underlying influence mechanism through which ethical leadership affects followers' moral identity. Based on the data collected from 335 organizational employees across over 13 various industries, we found that psychological empowerment, in terms of competence, impact, meaning, and self-determination, mediated the effect of ethical leadership on followers' moral identity. These findings are discussed in terms of their theoretical contributions, practical implications, and future research recommendations.
... These Ethical leadership in the scientific literature is analysed by distinguishing between different features that are very numerous and widely described (Treviño, Hartman, Brown, 2000:130;Brown, Treviño, 2014:588;Yukl, 2013:348). This study focused on the following features of ethical leadership, most commonly mentioned in the scientific literature: justice (Zhu, May, Avolio 2004;Zhu, 2008;Brown, Treviño, 2006a;Yukl, 2013); values (Avolio, Walumbwa, Weber, 2009;Brown, Mitchell, 2010;Zhu, 2008;Brown, Treviño, 2006a;Yukl, 2013); reliability (Treviño, Hartman, Brown, 2000;Zhu, May, Avolio 2004;Brown, Treviño, 2006a;Yukl, 2013); broad approach (Hannah, Avolio, Walumbwa, 2011;Brown, Treviño, 2006a;Yukl, 2013); motivation (Brown, Mitchell, 2010;Zhu, 2008, Yukl, 2013. ...
... These Ethical leadership in the scientific literature is analysed by distinguishing between different features that are very numerous and widely described (Treviño, Hartman, Brown, 2000:130;Brown, Treviño, 2014:588;Yukl, 2013:348). This study focused on the following features of ethical leadership, most commonly mentioned in the scientific literature: justice (Zhu, May, Avolio 2004;Zhu, 2008;Brown, Treviño, 2006a;Yukl, 2013); values (Avolio, Walumbwa, Weber, 2009;Brown, Mitchell, 2010;Zhu, 2008;Brown, Treviño, 2006a;Yukl, 2013); reliability (Treviño, Hartman, Brown, 2000;Zhu, May, Avolio 2004;Brown, Treviño, 2006a;Yukl, 2013); broad approach (Hannah, Avolio, Walumbwa, 2011;Brown, Treviño, 2006a;Yukl, 2013); motivation (Brown, Mitchell, 2010;Zhu, 2008, Yukl, 2013. ...
... These Ethical leadership in the scientific literature is analysed by distinguishing between different features that are very numerous and widely described (Treviño, Hartman, Brown, 2000:130;Brown, Treviño, 2014:588;Yukl, 2013:348). This study focused on the following features of ethical leadership, most commonly mentioned in the scientific literature: justice (Zhu, May, Avolio 2004;Zhu, 2008;Brown, Treviño, 2006a;Yukl, 2013); values (Avolio, Walumbwa, Weber, 2009;Brown, Mitchell, 2010;Zhu, 2008;Brown, Treviño, 2006a;Yukl, 2013); reliability (Treviño, Hartman, Brown, 2000;Zhu, May, Avolio 2004;Brown, Treviño, 2006a;Yukl, 2013); broad approach (Hannah, Avolio, Walumbwa, 2011;Brown, Treviño, 2006a;Yukl, 2013); motivation (Brown, Mitchell, 2010;Zhu, 2008, Yukl, 2013. ...
Global pandemic COVID-19 has increased the level of digitalization which allows public and private sector organizations in the world to employ people remotely outside office premises and crossing borders of the world. Remote work is one of the new employment forms caused by the impact of digitalization, which keeps conquering and strengthening the positions on our daily professional lives. It means extended use of different new employment forms, including the digital transition of administration processes and business management, improvement of digital skills and competences, contributing to development of areas of services and products with higher benefit (Breaugh, Farabee, 2012). Research aims to study basic principles and tendencies of remote work organization based on theoretical aspects, draw conclusions and elaborate proposals for improvement of remote work. In order to achieve the goal, the tasks are as follows: 1) provide the explanation of remote work organization; 2) describe secondary data from a conducted survey by Milasi, S., Fernandez – Macias, E., Gonzalez-Vazquez, I. 2020, European Commission; 3) conduct survey about remote work
... Based on a past study, it was apparent that ethical leadership is moderated by psychological empowerment (Javed et al., 2017). In contrast, another past study was done in which employee empowerment was identified as the mediator instead as there was no significant relationship between ethical leadership and subordinate moral identity after adding or considering psychological empowerment (Zhu, 2008). ...
... Ethical leaders are genuinely concerned about their subordinates (Kalshoven et al., 2011). When ethical leaders care for their people and respect them, subordinates feel a sense of dignity and find their current job meaningful (Zhu, 2008). The importance given to the subordinates leads to empowerment experience and strengthens the relationship between the manager and subordinates. ...
... Ethical leaders exhibit a high standard of moral values and they encourage others to follow ethical values as well (Zhu, 2008). This can be related to social exchange theory where reciprocity is the key (Bai et al., 2019). ...
Purpose
The purpose of this study is to investigate the relationship between ethical leadership and the quality of the manager-subordinate relationship, as well as the moderating effect of female employees’ psychological empowerment on this relationship.
Design/methodology/approach
This is quantitative research in which an online questionnaire was distributed to female subordinates from multinational enterprises in Malaysia ( n = 120). A partial least square is used for analysis in this research.
Findings
The findings confirm a strong positive correlation between all the seven ethical leadership dimensions and the quality of manager-subordinate relationship (leader member exchange). However, the moderating effect of psychological empowerment was found to be insignificant for two of the seven dimensions of ethical leadership.
Originality/value
This study contributes to highlighting new perspectives of women empowerment. Moreover, it also uncovers psychological factor that influences manager-subordinate relationship using cognitive evaluation theory. The seven dimensions of ethical leadership have not been tested in the past studies (only identified, not tested separately).
... These Ethical leadership in the scientific literature is analysed by distinguishing between different features that are very numerous and widely described (Treviño, Hartman, Brown, 2000:130;Brown, Treviño, 2014:588;Yukl, 2013:348). This study focused on the following features of ethical leadership, most commonly mentioned in the scientific literature: justice (Zhu, May, Avolio 2004;Zhu, 2008;Brown, Treviño, 2006a;Yukl, 2013); values (Avolio, Walumbwa, Weber, 2009;Brown, Mitchell, 2010;Zhu, 2008;Brown, Treviño, 2006a;Yukl, 2013); reliability (Treviño, Hartman, Brown, 2000;Zhu, May, Avolio 2004;Brown, Treviño, 2006a;Yukl, 2013); broad approach (Hannah, Avolio, Walumbwa, 2011;Brown, Treviño, 2006a;Yukl, 2013); motivation (Brown, Mitchell, 2010;Zhu, 2008, Yukl, 2013. ...
... These Ethical leadership in the scientific literature is analysed by distinguishing between different features that are very numerous and widely described (Treviño, Hartman, Brown, 2000:130;Brown, Treviño, 2014:588;Yukl, 2013:348). This study focused on the following features of ethical leadership, most commonly mentioned in the scientific literature: justice (Zhu, May, Avolio 2004;Zhu, 2008;Brown, Treviño, 2006a;Yukl, 2013); values (Avolio, Walumbwa, Weber, 2009;Brown, Mitchell, 2010;Zhu, 2008;Brown, Treviño, 2006a;Yukl, 2013); reliability (Treviño, Hartman, Brown, 2000;Zhu, May, Avolio 2004;Brown, Treviño, 2006a;Yukl, 2013); broad approach (Hannah, Avolio, Walumbwa, 2011;Brown, Treviño, 2006a;Yukl, 2013); motivation (Brown, Mitchell, 2010;Zhu, 2008, Yukl, 2013. ...
... These Ethical leadership in the scientific literature is analysed by distinguishing between different features that are very numerous and widely described (Treviño, Hartman, Brown, 2000:130;Brown, Treviño, 2014:588;Yukl, 2013:348). This study focused on the following features of ethical leadership, most commonly mentioned in the scientific literature: justice (Zhu, May, Avolio 2004;Zhu, 2008;Brown, Treviño, 2006a;Yukl, 2013); values (Avolio, Walumbwa, Weber, 2009;Brown, Mitchell, 2010;Zhu, 2008;Brown, Treviño, 2006a;Yukl, 2013); reliability (Treviño, Hartman, Brown, 2000;Zhu, May, Avolio 2004;Brown, Treviño, 2006a;Yukl, 2013); broad approach (Hannah, Avolio, Walumbwa, 2011;Brown, Treviño, 2006a;Yukl, 2013); motivation (Brown, Mitchell, 2010;Zhu, 2008, Yukl, 2013. ...
The rapid development of medical technologies maintains the relevance of the concept of innovation in healthcare. Healthcare innovations more often are perceived as 'disruptive innovations' and associated with technological innovation, artificial intelligence, biomedicine, precision medicine and other medical developments. At the same time, the proposed medical technology does not always correspond to the nature of ‘disruptive innovation', but receives support defined for this category of innovation in policy planning documents. The aim of this study is to investigate the relevance of the term 'disruptive innovation' used in healthcare to its original nature and to draw conclusions on most appropriate term. Within the framework of this research, the analysis of scientific literature and policy planning documents was performed. No specific medical technologies were analysed, however, one of the directions of medical development defined in policy planning documents was chosen, which is presented as ‘disruptive innovation’ - it is ‘precision medicine’. The analysis has shown that 'precision medicine' does not correspond to the initial nature of the term 'disruptive innovation', which implies that disruptive innovation describes a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors. It was concluded that precision medicine is mostly correspond with ‘sustaining innovation’ – both ‘continuous innovation (evolutionary)’ and ‘discontinuous innovation (revolutionary)’ – by improving existing products or services through technological developments or by creating entirely new exclusive expensive solutions, which are not intended for widespread use at the bottom of a market. Consequently, it is proposed to use a more appropriate term for innovations in medicine, for example by referring to 'precision medicine' as a 'sustaining innovation' and its evaluation as sustaining innovation and longitude significant investment.
... Particularly, as shown in previous studies (Bacha and Walker 2013;Xu, Loi, and Ngo 2016), ethical leaders impact followers' moral development through modelling psychological states, positive values and self-development (Bandura 1986). This leads employees to exhibit higher moral beliefs, values, goals and motives (Zhu 2008). In the context of this study, ethical leaders set high standards for ethical and moral conduct (Loi, Lam, and Chan 2012; Xu, Loi, and Ngo 2016), including decisions made with the help of algorithms. ...
... Accordingly, when followers learn that the positive behaviours are appreciated while the unethical behaviours are disciplined, they are more likely to participate in ethical behaviours (Brown, Treviño, and Harrison 2005). Additionally, subordinates often look to their leaders for ethical principles (Zhu 2008). Since ethical leaders treat employees fairly, employees are likely to mirror these behaviours in their job tasks. ...
Algorithms used in data analytics (DA) tools, particularly in high‐stakes contexts such as hiring and promotion, may yield unfair recommendations that deviate from merit‐based standards and adversely affect individuals. While significant research from fields such as machine learning and human–computer interaction (HCI) has advanced our understanding of algorithmic fairness, less is known about how managers in organisational contexts perceive and respond to unfair algorithmic recommendations, particularly in terms of individual‐level distributive fairness. This study focuses on job promotions to uncover how algorithmic unfairness impacts managers' perceived fairness and their subsequent acceptance of DA recommendations. Through an experimental study, we find that (1) algorithmic unfairness (against women) in promotion recommendations reduces managers' perceived distributive fairness, influencing their acceptance of these recommendations; (2) managers' trust in DA competency moderates the relationship between perceived fairness and DA recommendation acceptance; and (3) managers' moral identity moderates the impact of algorithmic unfairness on perceived fairness. These insights contribute to the existing literature by elucidating how perceived distributive fairness plays a critical role in managers' acceptance of unfair algorithmic outputs in job promotion contexts, highlighting the importance of trust and moral identity in these processes.
... In the present study, it has been shown that ethical leaders lead to psychological empowerment in employees. Previous research by Zhu (2008) offers substantial evidence that ethical leadership has a positive impact on psychological empowerment. Ethical leaders are more likely to prioritize the developmental needs of their employees and place them in roles that allow them to experience a sense of meaning at work (May et al 2004). ...
... This empowerment can lead to increased satisfaction, motivation and performance among the team. These findings support previous research studies by Zhu (2008) and(May et al 2004). ...
... Previous studies suggest that reinforcement is a vital factor in Dr Hasan Murad School of Management Volume 8 Issue 2, December 2021 effective learning because followers consider their leaders to have control over essential resources, punishments, and rewards. As per SLT, significant learning happens vicariously, followers learn and regulate their appropriate or inappropriate behavior through attentive observations of how their colleagues are disciplined or rewarded (Zhu, 2008). Lastly, influenced by their ethical leaders and guided by their self-determined moral identity, followers often regulate and rise above their own self-interests, needs, and egos (Zhu, 2008). ...
... As per SLT, significant learning happens vicariously, followers learn and regulate their appropriate or inappropriate behavior through attentive observations of how their colleagues are disciplined or rewarded (Zhu, 2008). Lastly, influenced by their ethical leaders and guided by their self-determined moral identity, followers often regulate and rise above their own self-interests, needs, and egos (Zhu, 2008). Bandura (1991) also suggested social and familial propagation patterns for morality, which indicates that morality is transmitted through domestic and social networks, while leadership as a part of these networks is an important factor of social impact Burns, 1978). ...
Abstract
This study draws on social identity, social learning, and trait-activation theories to probe if moral identity mediates the relationship between ethical leadership and unethical behavior. It investigates how ethical leadership serves as a predictor of employees’ unethical behavior and moral identity as a mediator between ethical leadership and employees’ unethical behavior. Together, these variables influence the self-reported unethical behavior of employees. The findings of this study are based on a sample of 297 oil and gas sector employees in Pakistan. For this purpose, data was analyzed through SPSS and AMOS. Consistent with trait-activation and social learning theories, employees on seeing their leaders behaving ethically develop a positive sense of the moral identity and report fewer incidences of unethical behavior. Furthermore, the findings suggested that moral identity and ethical leadership behavior are vital for predicting organizational outcomes. Thus, the originality of this study lies in the fact that it analyzed the influence of moral identity as a mediating variable.
... Previous research on SDT has used many perspectives to explain the effect of EL on employee empowerment, and the subsequent effect on organizationally desired behaviors. For example, Zhu (2008) explained this relationship from the perspective of employee's developmental needs and volition in job design/structure decisions. This ...
... It renders higher job congruence, which promotes positive work behaviors such as OCB (Rayner et al., 2012). Zhu's (2008) perspective on discretion in job structure presumes that job designs that enable employees to take autonomous decisions develop self-determination and trust in leadership, which is positively associated with psychological well-being and OCB (Huang et al., 2021). From the perspective of self-efficacy, Joo and Jo (2017) asserted that ethical leaders enhance employees' organizational identity because they empower them by inculcating the feelings of self-worth and self-determination (Prati and Zani, 2013). ...
Purpose
This study aims to examine moderated-mediation between ethical leadership (EL) and organizational citizenship behavior (OCB). Specifically, a moderating effect of high performance managerial practices (HPMPs) on the indirect effect of EL on OCB through employees’ psychological empowerment (PE) was tested.
Design/methodology/approach
Data were collected from 267 bank employees including subordinates and their supervisors. Partial least squares structural equation modeling was used for data analysis.
Findings
The results indicate that PE mediates the relationship between EL and OCB, and HPMPs enhance OCB by increasing the effect of EL on employees’ PE.
Research limitations/implications
This study contributes to human resource management and leadership literature by explaining the moderated-mediation mechanisms between EL and OCB. The findings help to understand how HPMPs enhance employees’ OCB by strengthening the effect of EL on PE. Limitations are related to external validity and cross-sectional nature of data.
Practical implications
Organizations’ use of HPMPs makes ethical leaders more effective in enhancing employees’ PE and, subsequently, their OCB.
Originality/value
Previous research lacks evidence on the indirect effect of EL on employee OCB through PE. Moreover, to the best of the authors’ knowledge, no previous study has examined the moderating effect of HPMPs on the abovementioned indirect relationship. This study has addressed the abovementioned research gap.
... Previous studies suggest that reinforcement is a vital factor in Dr Hasan Murad School of Management Volume 8 Issue 2, December 2021 effective learning because followers consider their leaders to have control over essential resources, punishments, and rewards. As per SLT, significant learning happens vicariously, followers learn and regulate their appropriate or inappropriate behavior through attentive observations of how their colleagues are disciplined or rewarded (Zhu, 2008). Lastly, influenced by their ethical leaders and guided by their self-determined moral identity, followers often regulate and rise above their own self-interests, needs, and egos (Zhu, 2008). ...
... As per SLT, significant learning happens vicariously, followers learn and regulate their appropriate or inappropriate behavior through attentive observations of how their colleagues are disciplined or rewarded (Zhu, 2008). Lastly, influenced by their ethical leaders and guided by their self-determined moral identity, followers often regulate and rise above their own self-interests, needs, and egos (Zhu, 2008). Bandura (1991) also suggested social and familial propagation patterns for morality, which indicates that morality is transmitted through domestic and social networks, while leadership as a part of these networks is an important factor of social impact Burns, 1978). ...
This study draws on social identity, social learning, and trait-activation theories to probe that if moral identity has an indirect effect on the relationship between ethical leadership and unethical behavior. The study investigates that how ethical leadership as a predictor and moral identity as a mediator influence the self-reported unethical behavior based on a sample of 297 oil and gas sector employees in Pakistan. Data were analyzed through SPSS and AMOS. Consistent with the leadership, moral identity, and social learning researches, employees, with a higher sense of moral identity and perceptions of their leaders as more ethical in their leadership behaviors, reported lesser incidences of unethical behavior. The findings suggest that moral identity and ethical leadership behaviors are vital in predicting organizational outcomes. This study is valuable for its original contributions to the literature of moral identity as a mediating variable. Implications for theory and practice have also been discussed.
... Fundamentally, moral identity seeks answers to the following questions: "Am I a moral person or an immoral person?" [65]. As a crucial part of an individual's moral self, moral identity serves as an essential self-regulatory mechanism for ethical behaviors [66]. ...
... The scales' reliability was 0.861. Five items, developed by Zhu [65], were used to measure employees' moral identity. A sample item was: "I view being an ethical person as an important part of who I am." ...
In the field of organizational behavior, the influence of leadership in organizations and the organizational citizenship behavior (OCB) of employees have always been two hot topics studied by scholars. However, previous studies have mainly examined the OCB of baby boomers and Generation Xers. With millennials now entering the workforce, they will highly likely not take the initiative to engage in OCB due to their different values. Scholars have found that millennials respond well to ethical leadership. Although this statement has a theoretical basis, empirical research regarding this topic is still insufficient. Thus, this study explores whether ethical leadership can effectively promote millennials’ OCB. Moreover, the mediating effect of group-level ethical climate and individual-level affective well-being, and the moderating effect of individual-level moral identity, were examined. The study hypotheses were verified based on 384 valid questionnaires collected from 61 teams using Mplus 8.3. The results showed that (1) ethical leadership was a positive predictor of millennials’ OCB; (2) ethical climate and affective well-being partially mediated the relationship between ethical leadership and OCB; and (3) moral identity moderated the relationship between ethical leadership and affective well-being and the indirect impact of ethical leadership on OCB. These findings provide empirical support for applying social learning theory, social information processing theory, and conservation of resources (COR)theory. This research also provides several managerial implications through which managers can more effectively improve the OCB of millennial employees.
... Psychological empowerment (PE) (Muduli & Pandya, 2018) is the process of increasing employees' feelings of self-efficacy by identifying situations that make people feel powerless and getting rid of them through both formal organizational practices and informal ways of giving information about efficacy. The connection between EL and moral identity was mediated by PE (Zhu, 2008). PE mediated the affiliation between EL and work engagement (Rantika & Yustina, 2017). ...
This study aim was to analyze the influence of EL on OC intervened by psychological empowerment. The research design has used descriptive and casual-comparative research design. 348 respondents from permanent employees in Nepali public service sector as sample size. Data was collected through the structural questionnaire. Structural equation modeling has been applied to examine the direct and indirect effect. The results exposed that EL positively and significantly influenced OC. Psychological empowerment partially intervened in the affiliation between EL and OC. Psychological empowerment is important component in Nepali public service sector that enhance the connection between EL and OC.
... Additionally Seibert et al. [42], identified that psychological empowerment has mediation effect between empowering climate and job performance. Additionally psychological empowerment has been used as a potential mediator between ethical leadership and employee moral identity and employee success [55]. Based on the above-stated evidence we suppose: ...
This empirical investigation examines the mediating mechanisms through which unethical leadership influences employee work deviant behavior in the healthcare sector, specifically focusing on psychological empowerment and performance attitudes as potential mediating variables. Furthermore, the research explores the moderating role of financial job dependency in the relationship between unethical leadership and employee work deviant behavior. Utilizing a systematic stratified sampling methodology, data were collected from 384 manager-employee dyads within healthcare organizations in developing countries. The results demonstrate that both psychological empowerment and performance attitudes serve as significant mediating mechanisms in the relationship between unethical leadership and work deviant behavior. Additionally, the findings reveal that financial job dependency moderates the relationship between unethical leadership and psychological empowerment, although no significant moderating effect was observed in the relationship between unethical leadership and employee workplace behaviors. These findings contribute to the existing literature on organizational behavior and healthcare management while offering practical implications for healthcare administrators seeking to mitigate workplace deviance. The results provide empirically-grounded insights that can inform the development of targeted interventions and management strategies within healthcare organizations.
... Psychological empowerment (PE) (Muduli & Pandya, 2018) is the process of increasing employees' feelings of self-efficacy by identifying situations that make people feel powerless and getting rid of them through both formal organizational practices and informal ways of giving information about efficacy. The connection between EL and moral identity was mediated by PE (Zhu, 2008). PE mediated the affiliation between EL and work engagement (Rantika & Yustina, 2017). ...
This study aim was to analyze the influence of EL on OC intervened by psychological empowerment. The research design has used descriptive and casual-comparative research design. 348 respondents from permanent employees in Nepali public service sector as sample size. Data was collected through the structural questionnaire. Structural equation modeling has been applied to examine the direct and indirect effect. The results exposed that EL positively and significantly influenced OC. Psychological empowerment partially intervened in the affiliation between EL and OC. Psychological empowerment is important component in Nepali public service sector that enhance the connection between EL and OC.
... Moral identity is a trait that is a component of one's self-conception about being ethical and is organized around other moral traits (e.g., honesty, caring, friendliness, generosity, fairness, and kindness) (Aquino & Reed, 2002). Through moral identity, individuals determine when and why they engage in moral behavior (Zhu, 2008). Based on Bandura's (1986) social cognitive theory, it is posited that moral identity serves as a self-regulatory mechanism to guide ethical behavior. ...
Technostress has become prevalent among employees due to the rise of remote work. While there is a plethora of research on the outcomes of technostress, its impact on abusive supervisor behavior has not been thoroughly explored. This study uses the transactional theory of stress and coping to propose a framework explaining how technostress can lead to abusive supervisor behavior in the context of remote work. The framework suggests that supervisors experience anxiety and anger as a result of technostress, which can lead them to engage in abusive behavior as a way of coping with these negative emotions. The study also suggests that supervisors' personality and moral traits can influence the relationship between technostress and abusive behavior. This framework contributes to understanding abusive supervision and expands the research on its causes and boundary conditions.
... Gagasan Kepuasan Kerja sebagai konstruksi teoritis dari sejumlah situasi mental, fisiologis, dan lingkungan yang mendorong seseorang untuk mengekspresikan pemenuhan dengan pekerjaannya (Hoppock dalam Saleem, 2015). Kepuasan Kerja adalah rasa bangga dan kepuasan batin yang diraih saat melakukan pekerjaan (Wicker, 2011 (Zhu, 2008). Akibatnya, karyawan dengan pemberdayaan yang lebih tinggi dengan komponen pengaruh, otonomi, nilai dan kompetensi lebih cenderung puas dengan pemimpin dan pekerjaan mereka dan lebih berkomitmen pada organisasi mereka. ...
This study discusses the effect of Ethical Leadership on Affective commitment and Job Satisfaction which’s mediated by Psychological Empowerment. Respondents of this study were 217 State Civil Servants in the DKI Jakarta area Hypothesis testing using Lisrel’s Structural Equation Model (SEM) 8.5 method. Hypothesis test result show that Ethical Leadership has a direct positive effect, both on Affective Commitment (SLF 0,25 and T-Value 2,53), and on Job Stisfaction (SLF 0,26 and T-Value 2,61). Psychologcal Empowerment partially mediateds the effect between Ethical Leadership and Af- fective Commitment (total effect value 0,8393). Psychologcal Empowerment also partially mediateds the effect between Ethical Leadership and Job Satisfaction (total effect value 0,8742). This shows that Psychological Empowerment in Affective Commitment and Job Satisfaction is vital enough to increase the positive impact on Affective Commitment and Job Satisfaction State Civil Servants in the DKI Jakarta area. Although Ethical Leadership also has direct effect, however, when using indirect effect the result will be stronger.
... Leaders who show care for their team and uphold their rights like respect, dignity, and autonomy tend to create an environment where employees feel a sense of purpose, competence, autonomy, and an understanding of their impact, which in turn fosters empowerment. This supports the findings of Zhu (2008), who also found that ethical leadership can empower employees. Previous studies have shown that when employees perceive fairness and transparency in leadership and the organisation, their connection to their work is strengthened, resulting in increased engagement (Antony, 2018). ...
The impact of a leader's integrity on organizational and employee effectiveness has been a relatively unexplored area. Recent research delves into the influence of perceived leader integrity (PLI) and organizational transparency (OT) on employee engagement (EE), with psychological empowerment (PE) as a mediating factor. Utilizing a purposive sampling technique, Australian employees (N=763; Mean Age=36.10 years, SD=9.46) were recruited through an online survey. Results indicated that strong leader's-integrity contributes to enhanced OT, increased levels of PE, and heightened EE. Additionally, OT positively correlates with both PE and EE. A strong connection is established between PLI, OT, PE, and elevated EE levels. Notably, PE emerges as a complete mediator in the relationship between PLI, OT, and EE, underscoring their interconnectedness in fostering a positive workplace environment. These findings suggest that organizations can foster a vibrant and engaged workforce through customized management training that prioritizes integrity as a fundamental job requirement.
... Yine yapılan araştırmalarda dürüstlük, incelenen tüm kültürlerde listenin en başında yer almaktadır (Yukl, 2010, 410). Gini'ye (1997) (Zhu vd., 2004;Zhu, 2008;Tuna vd., 2012). ...
Makale için etik onay alınmamıştır. Yazarlar, çalışmasının etik kurul onayına tabi olmadığını beyan eder. Araştırmacıların çalışmaya katkısı 1. Yazarın katkısı: Makalenin giriş bölümünü yazdı, verileri analiz etti ve raporladı (%60). 2. Yazarın katkısı: Yöntem, sonuç ve tartışma bölümünü hazırladı (%40) Çıkar çatışması Yazarlar bu çalışmada olası bir çıkar çatışması olmadığını beyan ederler. Teşekkür Beyanı Bu çalışmaya yazarlar dışında katkı sağlayan olmamıştır.
... Through ethical behavior, such leaders create a positive and conducive working environment in their organizations to achieve organizational goals. They articulate their values and principles through actions which inspire others to follow the same and this creates a positive work environment in the organization (Zhu, 2008). A sufficient amount of literature is evident about the fact that ethical leaders influence the working attitude of their employees (Neubert et al., 2009). ...
It has been widely observed that the role of leaders is paramount in developing the working environment within the organization, where ethics, working attitudes, and trust are key to running the organization efficiently. Building on this, the current research was planned to study the relationship between leaders’ ethical leadership, teachers’ working attitude and the mediating role of trust. Teachers were asked to report about their leaders’ (chairpersons/heads) ethical leadership. A quantitative survey was conducted by adopting descriptive research approach. Four public universities were scrutinized on a convenient basis. From these universities, 332 teachers were selected through a simple random sampling technique. Existing research tools were adopted to collect data. Data analyses were done using the statistical software SPSS to reach to certain findings. Two research hypotheses were presented to analyze the results. After calculating the descriptive statistics, simple linear regression and an independent sample t-test were applied to infer findings. The findings show that ethical leadership has a significant relationship with teachers’ working attitude and teachers' trust in their leaders. Our second research hypothesis was not accepted as we could not detect the difference in the opinion of male and female teachers in view of ethical leadership, teachers’ work attitude and trust. We also stressed the limitations and presented directions for future research.
... Ethical Leadership (EL) Many scientists in the field of organizational behavior and management have researched the theories of ethical leadership (Mayer, at al., , 2012;Hannah et al., 2011;Chen, 2010;Zhu, 2008;Brown & Trevino, 2006;Avolio & Gardner, 2005;Brown et al., 2005). Recent fraud in accounting records and intentional misreporting by the managers of major companies around the world, e.g., Enron, Worldcom, and Satyam, have caused managers to be questioned ethically with regard to honesty and morality. ...
The primary aim of the current research was to examine whether ethical leadership behaviors of managers in private call centers located in provinces in the TRA2 region affected employee voice and motivation. In the study, ethical leadership, employee voice, and employee motivation were examined conceptually, and studies in the literature conducted with the variables discussed in this study and their results were included. The hypotheses developed based on the proposed model in accordance with the study's aim were tested by path analysis and interpreted. The study population consisted of private call center employees operating in the TRA2 region. An online survey method via Google Forms was employed as the data collection method. The data acquired from the survey study were analyzed by utilizing the SPSS and YEM AMOS statistical programs. The analysis showed that managers' ethical leadership behaviors significantly affected employee voice and motivation, and employee voice also significantly affected motivation. The difference analysis performed in the research identified significant differences between gender and employee voice and motivation, between marital status and employee voice and motivation, between ethical leadership and education and seniority, and finally, between the province of work and employee voice and motivation.
... The statements are phrased in relation to "My leader…" with a response format ranging from 0 (not at all) to 4 (frequently if not always). The reliability of the instrument was found to range between .79 to .95 (Ashley & Reiter-Palmon, 2012;Tonkin, 2013;Zhu, 2008). ...
The education sector in Namibia experiences challenges such as imbalanced learner-teacher ratios, poor working conditions, lack of resources and criticisms from the Ministry of Education, Arts and Culture and parents because of high failure rates. Organisational commitment is the psychological link that employees have in wanting to remain with and exert significant efforts on behalf of an organisation. Relationships have been confirmed between authentic leadership (leaders who are genuine and stand up for their followers), perception of fairness and equity within the workplace, psychological conditions and organisational commitment. A cross-sectional survey design was used to collect data on authentic leadership, organisational justice, psychological conditions and organisational commitment of teachers from the Omaheke, Oshana and Oshikoto regions in Namibia (n=288). The data were analysed using SPSS (24.0) with Pearson product-moment correlation and multiple regression analyses to assess the impact of these variables on organisational commitment of teachers. The significant predictors of organisational commitment were the openness and transparency of leaders; how they share information freely; their engagement in moral and ethical behaviour; and when teachers experience interactional justice and psychological meaning in their work. This study proposes leadership development to enhance transparency of leaders, development and implementation of policies ensuring just and fair interactions between superiors and subordinates as well as re-evaluation of remuneration and compensation packages to enhance the level of meaningfulness experienced by teachers.
... Bu açıdan düşünüldüğünde etik liderlik, ahlaki hareketlerin kuvvetlendirilmesinde diğer liderlik tarzlarına oranla daha yüksek oranda etkilidir. Etik lider organizasyon içinde değişik kişiler üzerinde etki oluşturarak müsait işletme kültürü meydana getiren kişi pozisyonunda olmaktadır (Zhu, 2008: 63, Zhu, May ve Avolio, 2004. ...
Günümüzde havacılık sektöründe verilen hizmetler ülkelerin sosyo-ekonomik ilerleme seviyelerinin bir göstergesi olma durumuna gelirken yolculara verilen hizmet kalitesini daha çok tecrübe etmek isteyenlerin de havayolu taşımacılığını seçmede daha fazla baskın hale geldikleri anlaşılmaktadır. Bununla beraber havacılık firmaları arasındaki yüksek rekabet de rekabet üstünlüğü kazandıran yönetim ve pazarlama stratejileri ile başka bir önemli seviyeye ulaşmıştır. Bu çalışma Türk sivil havacılık sektöründe etik liderlik unsurlarının çalışanların örgütsel bağlılığına ve iş performansına etkileri incelenmektedir.
... Finally, we assessed moral identity using a five-item scale developed by Zhu (2008). A sample item was "I am willing to take a risk to be loyal to my moral values. ...
Millennial employees are increasingly paying more attention to well-being in the workplace and it has become an important issue for managers. Given that millennial employees are more sensitive to ethical issues, this study began by analyzing an ethical element in the organization—the ethical climate—and explored whether millennial employees have higher affective well-being in organizations with a good ethical climate. We verified our hypotheses based on 288 valid questionnaires collected from 40 teams. The results showed that: (1) ethical climate was a positive predictor of millennial employees’ organizational citizenship behavior (OCB) and affective well-being, (2) employees’ OCB partially mediated the relationship between ethical climate and affective well-being, and (3) an employee’s moral identity effectively moderated the relationship between ethical climate and affective well-being, although it did not play a significant moderating role between ethical climate and OCB. These findings provide empirical support for applying situational strength and social information processing theories and emphasize the importance of cultivating an ethical climate in organizations.
... As correlation analysis presented a positive significant correlation between authentic leadership of school heads and teachers' psychological empowerment in this study, this result was also aligned with findings of some of the past studies which depicted that authentic leadership was significantly associated with psychological empowerment (Zue et al., 2004;Wong & Cummings, 2009;Weichun, 2008). This association had also been supported by some of the previous studies conducted in Pakistan like Zubair and Kamal (2017) who found out a positive relationship of authentic leadership and psychological capacities and strengths of employees, while the same relationship was also measured by Adil and Kamal (2019) taking psychological capital similar to psychological empowerment and authentic leadership in Pakistan's higher education sector. ...
This study explored school teachers' perception about their heads' authentic leadership, their psychological empowerment, withdrawal behavior and organizational citizenship behavior. It also attempted to measure the correlation among all variables understudy and the mediation of psychological empowerment in the association of authentic leadership of heads and teachers' organizational citizenship behavior (OCB) and withdrawal behavior. A self-developed tool was used for data collection from a sample of 360 public sector school teachers at secondary level. The data was analyzed through t test, Pearson r, multiple regression and process Macro. The findings revealed that teachers rated their heads as high on authentic leadership scale. They rated themselves high on OCB and psychological empowerment scales and low on withdrawal behavior scale. There was significant positive relationship among all variables. The study also revealed effect of authentic leadership behavior on psychological empowerment, and OCBs and inverse effect on withdrawal behavior. The mediating effect of teachers' psychological empowerment in relationship
... Competence reflects whether an employee can succeed in the performance of a given work role (Spreitzer & Mishra, 2002). It is the extent to which an employee can do his/her work roles with the required skills and knowledge (Zhu, 2008). Competence refers to the ability of employees to execute their work roles with the required level of knowledge and skills (Spreitzer, 2008). ...
Purpose: This study examined the relationship between competence and worker’s attitude in health ministries in South-South, Nigeria. Methodology: The study adopted a cross-sectional survey research design. Primary data was generated through a 4-point Likert scaled questionnaire. The population of the study was two thousand one hundred and eighty-one (2181) employees. A sample size of three hundred and thirty-eight (338) employees was drawn from the population using the Taro Yamane sample size determination formula. The study adopted the simple random sampling technique. The reliability of the instrument was ascertained using the Cronbach Alpha coefficient with all the items scoring above 0.70. The hypotheses were tested using Spearman Rank Order Correlation Coefficient with the aid of Statistical Packages for Social Sciences. Findings: The findings revealed that competence had a significant positive relationship with affective commitment, affective satisfaction and workers engagement. Therefore, the study concludes that the level of competence thus has a direct bearing with worker’s attitude. Inability of employees to perform maximally due to lack of competence will result in higher dissatisfaction. Recommendation: Thus the researchers recommend that the management of the Health Ministries should embark on proper training and development of the workers to enhance their knowhow in the work as such will help boost their positive work attitude.
... Moral identity related to one's standards of behavior or beliefs concerning what is and is not acceptable are central to one's definition of the self (e.g., Aquino and Reed, 2002). In the context of work meaningfulness, a leader's moral identities are linked to social values, where taking care of others, including employees in organizations, is an important consideration (e.g., Zhu, 2008). Leaders with a strong moral identity manifesting itself in an empowering and positive leadership style tend to positively influence organizational attractiveness (Van Prooijen et al., 2015), the prosocial orientation of employees (Weber et al., 2009), and job satisfaction, as well as commitment (Bennis, 2006;Van Prooijen et al., 2015). ...
This paper analyzes the influences of generational differences in organizational leaders (founders) on work meaningfulness dynamics in the high-tech sector. Based on a novel interpretative phenomenological analysis of five Finnish case firms, we found that generational differences between leaders concerning work meaningfulness visibly existed. The differences manifested themselves in the form of different views concerning material well-being, house ownership, freedom, teamwork, and the general approach to working life (being a co-owner and being an employee). At the same time, we found that issues like job security, temporary contracts, part-time work, and gig working needed to be seen more in-depth instead of assuming their generic negative influence on well-being and work meaningfulness. Finally, the findings reveal that change is the name of the game for many millennial and post-millennial high-tech workers, and they may not necessarily associate these aspects negatively with work meaningfulness.
... Aquino & Reed, 2002;Ding, Shao, Sun, Xie, Li, & Wnag, 2018;Reynolds & Ceranic, 2007;Zhang, Chen, Wang, Ziang, Xu, & Zhao, 2017b (Brown, Treviño, & Harrison, 2005;Shin, 2012 (Epitropaki, Kark, Mainemelis, & Lord, 2017;Gerpott, Quaquebeke, Schlamp, & Voelpel, 2019;Shao, Aquino, & Freeman, 2008;Stets & Carter, 2012 (Lord & Brown, 2004;Shao et al., 2008;Stets & Carter, 2012;Zhu, 2008;Zhu et al., 2016)Note. N = 324, ** p < .01, ...
Empirical studies on positive outcomes of occupational calling are increasing, but there are relatively few considerations of psychological variables and mechanisms that predict perceiving a calling. We studied a mediating effect of leader identification and moral identity in a relationship between ethical leadership and occupational calling. 324 Navy personnel participated in this study and responded to the following questionnaires: Ethical Leadership Scale (ELS); Leader Identification Scale; Moral Identity Scale; Calling and Vocation Questionnaire (CVQ). The results showed a significant relationship between ethical leadership, leader identification, moral identity, and occupational calling. Also, ethical leadership was positively related to occupational calling, and moral identity was also positively related to occupational calling. Lastly, a sequential mediating model showed the relationship between ethical leadership and occupational calling was mediated by both leader identification and moral identity sequentially. Based on the results, theoretical and practical implications for promoting moral identity and occupational calling, limitations, and suggestions for future research were discussed.
... In doing so, we challenge the generally held assumption that employees necessarily take ethical leaders as role models and enrich our understanding of the complicated relationship between ethical leadership and deviant behavior. Second, although prior studies have found the psychologically empowering effect of ethical leadership on employees (e.g., Zhu et al., 2004;Zhu, 2008;Dust et al., 2018) as well as the refraining effect of psychological empowerment on employees' negative behavior (e.g., Kim et al., 2016;Lorinkova and Perry, 2017), extant research exploring the mediating effect of psychological empowerment between ethical leadership and deviant behavior is relatively scarce. Thus, we extend prior research by indicating that psychological empowerment serves as an important and integrative motivational mechanism relating ethical leadership with employees' deviant behavior. ...
The previous research has mostly proposed that ethical leadership contributed to less deviant behavior; however, recent studies found that this relationship might not always be significant. Therefore, a deeper and more nuanced investigation of how and when ethical leadership influences deviant behavior is highly warranted. In the present research, drawing on social learning theory as our overarching theoretical framework, we posited that high level of LMX differentiation will impede the effect of ethical leadership on employee deviant behavior, and thus, ethical leadership could reduce employees’ deviant behavior in teams with lower LMX differentiation rather than high LMX differentiation. Furthermore, we proposed that the interactive effect of ethical leadership and LMX differentiation on employee deviant behavior is mediated by employee psychological empowerment. More specifically, ethical leadership is more likely to enhance employee psychological empowerment in teams with low LMX differentiation than in teams with high LMX differentiation, and enhanced psychological empowerment contributed to less deviant behavior. Through a multi-source field study via 379 paired samples from the southwest of China, we found support for all of our hypotheses. The results’ contribution to research on organizational behavior, limitations in the study, and future directions for researchers are also discussed.
... Liderlik ile ilgili çok sayıda kuramsal ve deneysel araştırma yapılmıştır. Söz konusu araştırmaların bir bölümünde liderlik özelliklerini, davranış ve güç kaynakları incelenirken (Lee, 1977;Rahim, 2004) bazılarında ise liderlik etki alanları ile örgütsel sonuçları arasındaki ilişki araştırılmıştır (Amabile, 1998;Hipp ve Bredeson, 1995;Korkmaz, 2007;Zhu, 2008). Liderlik davranışları ve izlediği stratejiler, örgüt amaçlarının gerçekleştirilmesi ile izleyicilerin değer, inanç ve davranışlarını etkilemektedir. ...
... Once in the organization, employees working for companies that have a strong ethical culture have been shown to have less unethical behavior, and show less intention to leave (May, Chang, and Shao, 2015). Additionally, employees working for companies with a strong ethical culture feel more psychologically empowered to make ethically sound decisions, and in doing so, reinforce and live out the corporate culture with greater job satisfaction (Zhu, 2008). The starting point is for organizational leadership to recognize the influence it has on corporate culture and the employee perception of corporate culture (Berrone, Surroca, and Tribó, 2007). ...
Burnout in physical therapists (PTs) has come to the forefront of the professional media as the professional practice landscape continues to evolve. Studies on burnout of PTs to date have measured dimensions of burnout such as emotional exhaustion, depersonalization, and lack of personal accomplishment. This study specifically explored the relationship of burnout and intent-to-leave to PTs perceptions of ethical workplace environment and PT perceptions of other organizationally driven practice factors such as productivity, billing/coding policies, and provision of pro-bono services.
Methods
Twelve hundred PTs were sent a survey packet including the 20-item Ethics Environment Questionnaire (EEQ) and additional items inquiring about contemporary practice factors. Returned packets (n = 340) were analyzed utilizing correlational and regression analyses to determine relationships between ethical environment, burnout, intent-to-leave, productivity standards, billing and coding requirements and ability to provide pro-bono services.
Results
There was a strong correlation between PTs’ view of organizational ethics and burnout (Tb = −0.55), and a moderate correlation between organizational ethics and intent-to-leave (Tb = −0.43). There was also a strong relationship between burnout/intent-to-leave and practice factors such as productivity standards, billing/coding policy, and organizational provision of pro-bono services (p ≤ 0.01). Finally, there was a moderate correlation between PTs’ view of organizational ethics and practice factors such as productivity standards (Tb = 0.46) and billing and coding policy (Tb = −0.45).
Conclusions
Contemporary practice factors such as productivity standards and billing/coding practices are related PT’s perception of ethical workplace environment and both are related to PT burnout and intent-to-leave. Factors identified in this study related to burnout are all under organizational control.
... Ethical leader increases employee's self-respect, confidence level, level of ownership and alignment of the organizational goals (project success) with employee's ambitions (Zhu et al., 2004;Zhu, 2008;Novo et al., 2017). It creates a sense of authority and space to make decisions enhancing the psychological empowerment of individuals. ...
Purpose
This study aims to examine the relationship between ethical leadership and project success directly and indirectly through psychological empowerment along with the moderating role of Islamic work ethic.
Design/methodology/approach
Using a time-lagged design, data were gathered from 202 employees working in project-based organizations of Pakistan. Confirmatory factor analysis confirmed the distinctiveness of variables used in the study.
Findings
Consistent with the cognitive evaluation theory, the findings supported the hypotheses other than the moderating role of Islamic work ethics between psychological empowerment and project success. The results confirmed that ethical leadership promotes project success directly and indirectly via psychological empowerment. Furthermore, theoretical and practical implications are also discussed highlighting the importance of ethical leadership for researchers and practitioners.
Originality/value
Literature is insufficient on the topic of ethical leadership in the project management domain with the effect of Islamic work ethics and psychological empowerment. Therefore, the current study explored unanswered research questions in the project management domain.
... Ethical leaders gave respect to every employee and they consider them as their treasure not just an ordinary subordinate, in the other words they know the worth of every employee especially, regarding organizational yield and outcomes. Ethical leaders have mastery at increasing employees' empowerment, self-esteem, vigor, motivation, personal best interests of both employee and organization and fulfilling the development needs and requirement of every employee (Zhu, 2008;Zhu, et al., 2004;May, et al., 2004). As a result, we can say that ethical leaders raise the voice for employees' rights, growth and level of ownership which in turn enhance psychological empowerment. ...
Employees as an essential part of organizational success need to be proactive and respond according to the dynamic environmental changes. While being so, employee deviates from their given tasks and could harm their organization. Given that, we attempt to develop a model for employee positive deviance (constructive deviance). More specifically, our study aims to explore the mechanism between ethical leadership and constructive deviance through the mediating roles of self-efficacy and psychological empowerment. We collected data from 286 employees working in various organizations during COVID-19. We noted a significant effect of ethical leadership on constructive deviance, while self-efficacy and psychological empowerment was found to mediate this association. Our study contributes to the limited literature on constructive deviance and has implications for the management.
... Trečioje vietoje ir vienų, ir kitų yra minimas gebėjimas matyti bendrą vaizdą -analitiškumas (atitinkamai 32 ir 22). Darbdaviams svarbus potencialaus darbuotojo kritinis mąstymas(17), tuo tarpu ši asmeninė savybė svarbi tik 2 studentams. 8 būsimi administratoriai kaip vieną iš gana svarbių asmeninių savybių įvardija greitą orientaciją, greitą mąstymą, tuo tarpu analizuotuose darbo skelbimuose ši savybė neminima. ...
Konferencijos tikslas – suburti vadybos bei ekonomikos krypties mokslininkus ir praktikus, siekiant pasidalinti įžvalgomis, tendencijomis vykstančius šiose mokslo kryptyse. Konferencijos metu bus pristatytos naujausios vadybos mokslo ir studijų idėjos, dalijamasi naujovėmis, aptariamos problemos, iššūkiai, kylantys tiek vadybos moksle bei studijose, tiek praktikoje.
... Consistent with past research (e.g., Seibert et al., 2011;Spreitzer, 1995), psychological empowerment is a construct composed of these four dimensions and we expect that ethical leadership will have a positive relationship with psychological empowerment. Several previous studies have reported a significant relationship between ethical leadership and psychological empowerment (e.g., Duan et al., 2018;Dust et al., 2018;Zhu, 2008;Zhu et al., 2004). ...
Though considerable research has been conducted on ethical leadership, we still know very little about the antecedents to ethical leadership perceptions. Drawing primarily from social learning theory, we propose a process model by which leader Machiavellianism affects ethical leadership, which is then hypothesized to influence psychological empowerment. In addition, we propose that team member role performance and organization-directed organizational citizenship behavior will be consequences of psychological empowerment. Drawing from a sample of 242 employees reporting to 82 leaders, our findings broadly demonstrate support for our hypotheses and advance our understanding of both antecedents and outcomes of ethical leadership. We discuss the theoretical implications of our findings, along with the practical insights, limitations, and future research opportunities.
Organizational performance might indirectly be impacted by the variable of purpose-driven organization (PDO). Mourkogiannis (2014) defines organisational purposes as a set of values and beliefs that defines the organisation, the purpose inspires and motivates the organisation's employees, too. This purpose also becomes a reason for doing or creating things. Muhammadiyah hospitals have determined their purpose as inclusive health services and it is strongly reflected in the message of Muhammadiyah founding father, KH Ahmad Dahlan. When inaugurating the PKO Muhammadiyah Clinic in Yogyakarta in 1923, he said that: "the purpose of PKO is to help everyone in sorrows by using the principles of Islam, not by dividing the nation and religion" (Thohari, 2021). Purpose-orientation means having purposes or concrete objectives for the benefit of all communities by providing wider services, which is beyond its financial performances (Henderson, 2019). This study has the objectives to confirm a few previous study results on Organizational Performance (OP) and the organisation's change capability (OCC) as the mediating variable. This study employs quantitative data analysis using Structural Equation Model (SEM). This study addresses three hypotheses. Hypothesis 1 of the study is proved that improving PDO will lead to an improvement in OCC by 0.945. Hypothesis 2 of the study has confirmed that improvement in OCC improves OP by 0.795. Hypothesis 2 of the study proves that OCC has a positive impact on OP. Meanwhile, hypothesis 3 is proved that there is a structural relationship between PDO and OP in a form of indirect impact to OCC as mediating variable. This study differs from previous studies as the study: 1) determines the objects are Muhammadiyah Hospitals which applies the social entrepreneurship organisation (SEO) ownership model and OCC; 2) the study period is set during the COVID-19 pandemic which significantly impacts the healthcare industry.
This study examines how workplace bullying (WB) is affected by authentic leadership (AL). It also investigates the mediating roles of psychological empowerment (PE) and organizational health (OH). Responses were collected from the employees of the five-star hotels and category (A) travel agencies in Egypt. 622 valid responses were collected and analyzed by PLS-SEM. The results depicted a negative link between authentic leadership and workplace bullying and a positive link between authentic leadership with psychological empowerment and organizational health. A negative link between psychological empowerment and organizational health with workplace bullying also existed. In addition, the results revealed a mediating role of psychological empowerment and organizational health in the relationship between authentic leadership and workplace bullying. This study contributes theoretically to bridging the gap in studies on AL, PE, and OH concerning WB, especially in the tourism and hotel industry. In practice, the research provides hotel and tourist enterprises with recommendations for improving the workplace environment.
Background and Objective: Ethical leadership has emerged as a new approach in the perspective of leadership and has provided a basis for the promotion of individual and organizational effectiveness by prioritizing ethics in the organization. This study aimed to determine the relationship between head nurses’ ethical leadership and demographic characteristics with the general self-efficacy of nurses working in Intensive Care Units (ICUs).
Materials and Methods: This descriptive correlational study was conducted in 2019 on 230 nurses working in ICUs of educational-treatment centers of Hamadan University of Medical Sciences, Hamadan, Iran, who were selected using a stratified proportional sampling method. Data were collected by ethical leadership in nursing and the general self-efficacy scale of Scherer. Data were analyzed using SPSS software (version 16) through descriptive and inferential statistics.
Results: There was no statistically significant association between the ethical leadership of head nurses and the general self-efficacy of nurses. The general self-efficacy of formal nurses was higher than contractual (P=0.04) and resident nurses (P=0.02), and the self-efficacy of ICU nurses was higher than those working in burn units (P=0.03). Moreover, general self-efficacy decreased with work experience (P<0.05). Considering the output of the artificial neural network, the normalized significance scores of the independent variables on the dependent variable were obtained at 100, 74.8, 56.2, 52, 47.6, 46.4, 38.1, 37.1, 27, and 13.3, for work experience, pioneering, task orientation, moralism, workplace, age, job status, gender, division of power, and education, respectively.
Conclusion: Considering the significant association between some demographic variables and the general self-efficacy of nurses, nursing managers are recommended to consider these variables, especially in retraining, to improve the general self-efficacy of nurses.
This study examines the relationship between ethical leadership and job satisfaction, work engagement, with mediating role of psychological empowerment. Data were collected from 574 supervisor-subordinate dyads in the Vietnamese service firm context. Confirmatory factor analysis confirmed the distinctiveness of variables used in our study. The results also confirmed that ethical leadership promotes job satisfaction at workplace, while psychological empowerment mediates the effect of ethical leadership on work engagement and job satisfaction. The cognitive evaluation theory was used to support findings. Implications are also discussed.
The aim of this study is to investigate whether there is a relationship between moral intelligence levels and ethical leadership behaviors. For this purpose, the study examined the relationship between moral intelligence and ethical leadership behaviors of academic leaders. The research population consists of academicians working at a state university and having administrative duties. Dean, deputy dean, chief of department, director of research and application center, assistant director research and application center, director of vocational school were selected as administrative duties. The data of the study were collected by online survey method. Three-dimensional moral intelligence scale and four-dimensional ethical leadership scale expressions were directed to academicians with administrative duties. The questionnaire was sent to all academic leaders through the press and public relations office via e-mail. 133 questionnaires were used in the analysis and the data were analyzed with the SPSS 26 program. According to the correlation results, it was concluded that there is a significant and strong relationship between moral intelligence and ethical leadership behavior and its sub-dimensions and ethical leadership. The results of the regression analysis revealed that empathy, self-control, and kindness, which are the sub-dimensions of moral intelligence, are effective on ethical leadership behavior.
There are many factors that can affect academic success efforts of academics. In the study, it is aimed to determine the relationships between the ethical leadership behaviour of the managers, the loyalty of the academicians to their institutions and managers, and the behaviours of envy and jealousy to their colleagues. Within the framework of this purpose, a model was created and scale questions related to research variables were developed in the research conducted on 609 academicians.
When the relationships in the research are examined; It has been seen that the ethical leadership behaviours of the administrators have a positive total effect on the academic success efforts of the academicians. It has been observed that the ethical leadership behaviours of the administrators have a positive effect on the loyalty of the academicians to both their institutions and their managers. It has been observed that the loyalty of academicians to their institutions has a positive effect on academic success efforts. It has been concluded that the jealousy behaviours of the academicians have a negative effect on their academic achievement efforts, while the envy behaviours have a positive effect. It has been observed that envy behaviour has a moderator effect on the effect of academics' loyalty to their institutions on their academic achievement efforts. In the research, it was concluded that the ethical leadership behaviours of the administrators have a mediating effect on the academic success efforts of the academicians, and the loyalty of the academicians to their institutions.
Using an anonymous self-report survey of 350 Canadian Armed Forces (CAF) personnel, this study investigated the effect of perceptions of the ethicality of one’s immediate supervisor (supervisor ethics), right-wing authoritarianism (RWA), and ethical climate on self-reported unethical behavior in the form of discrimination and obeying an unlawful command (past behavior, behavioral intentions). As well, we investigated how supervisor ethics and RWA interact when predicting unethical behavior, and whether ethical climate mediated the relation between supervisor ethics and self-reported unethical behavior. Unethical behavior depended on perceptions of the ethicality of one’s supervisor and RWA. RWA predicted discrimination toward a gay man (behavioral intentions), and supervisor ethics predicted discrimination against outgroups of people, and obedience of an unlawful command (past behavior). As well, the effects of ethical supervision on discrimination (past behavior, behavioral intentions) depended on participants’ level of RWA . Finally, ethical climate mediated the relation between supervisor ethics and obeying an unlawful command, such that higher perceptions of supervisor ethics led to a higher ethical climate, which led to less obedience of an unlawful command in the past. This suggests that leaders can affect the ethical climate of on organization, which in turn affects ethical behavior of followers.
The purpose of the study is to determine the moderator role of the personnel's moral identity in the effect of ethical leadership on organizational identification. For this purpose, the study was carried out on 172 personnel working in bank branches located in the central district of Tokat. SPSS Process Macro and AMOS were used in the analysis of the research data. In line with the findings obtained in the research data, it is determined that ethical leadership has a positive and significant effect on organizational identification. It is determined that moral identity has a moderator role in this relationship. According to research findings, ethical leadership gradually begins to affect organizational identification behavior more if the moral identity is low, medium, and high. However, this situation is significantly higher in individuals with low moral identity levels.
Bu çalışmanın amacı etik liderliğin örgütsel özdeşleşme üzerinde etkisinde personelin ahlaki kimliğinin düzenleyici rolünü tespit etmektir. Bu amaç doğrultusunda çalışma Tokat ili merkez ilçesinde bulunan banka şubelerinde çalışan 172 personel üzerinde gerçekleştirilmiştir. Araştırma verilerinin analizinde SPSS Process Macro ve AMOS kullanılmıştır. Araştırma verilerinde elde edilen bulgular doğrultusunda etik liderliğin örgütsel özdeşleşme üzerinde pozitif yönlü anlamlı bir etkisi olduğu tespit edilmiştir. Bu ilişkide ahlaki kimliğin düzenleyici bir rolü olduğu belirlenmiştir. Ahlaki kimliğin düşük, orta ve yüksek olması durumunda etik liderliğin örgütsel özdeşleşme davranışını kademeli olarak daha fazla etkilemeye başladığı tespit edilmiştir. Fakat bu durumun anlamlı bir şekilde ahlaki kimlik düzeyi düşük bireylerde daha fazla gerçekleştiği ortaya konmuştur.
This article extends the knowledge on whistleblowing by studying the impact of two individual antecedents (moral foundations and personality traits) and two situational factors (ethical leadership and leader–member exchange) on whistleblowing intentions. We presented 203 management students with a situation and assessed their likelihood of whistleblowing. Model estimations found strong support for situational factors overpowering the individual factors in determining the whistleblowing intentions. We found that ethical leadership was positively, and leader–member exchange negatively related with whistleblowing. In the presence of these situational factors, neither the Big Five personality traits, nor the moral foundations of a person seemed to matter in predicting an individual’s whistleblowing behaviour.
Background: Ethical leadership focuses on the way that managers and supervisors use social power in their decision-making and workplace actions and how they affect and influence others. The main purpose of the present study is to design a model of ethical leadership styles in Iranian public agencies.
Method: This study is an applied research in terms of purpose, and is descriptive survey based on its implementation. Statistical population of this research includes 20 experts and managers and also 812 employees of the tax administration west Azarbaijan province. From this statistical population, 250 individuals were selected randomly as a statistical sample. Data were collected by a questionnaire and analyzed by analytic hierarchy AHP, correlation analysis and factor analysis.
Results: The results show that from the perspectives of experts, role modeling and the perspectives of employees, outstanding traits have the significant impact on ethical leadership. By comparing leadership attributes with ethical leadership styles, we conclude that the facilitator leadership style with the characteristics of people-oriented and community-based, imperative with individual features, convincing with outstanding traits, inspiring with role modeling have the highest correlation.
Conclusion: According to research results, role modeling and outstanding traits such as integrity and transparency are important dimensions in ethical leadership and in the public sector; according to the characteristics of different ethical leadership we can use different leadership styles.
Objective: The purpose of this study was to identify and validate the dimensions and components of ethical leadership of the university directors and the status assessment of the university administrators’ ethical leadership at comprehensive units of Azad University in the educational year 2016-2017.
Materials and Method: The research was carried out using a mixed (qualitative and quantitative) method. In order to collect information in the qualitative section, after studying the available resources related to the subject of research, 25 of the university directors in the educational, cultural and student units that were members of the faculty board members in the 2016-2017 academic year were purposefully selected by the network of specialists. The interview was conducted by a semi-structured method. In the quantitative section, using the results of interviews and the study of resources, the ethical leadership questionnaire for university directors was developed. In this research, factor analysis of the questionnaire, factor analysis, and convergent validity index (AVE index) and audit validity (Farnell and Larker criteria, cross-factor load and HTMT index) were used. Cronbach alpha coefficients and composite reliability were used to assess the reliability of the tool. To calculate the above indicators, the Structural Equation Modeling approach and Smart PLS software were used.
Results and Conclusion: By analyzing the qualitative data, four dimensions of ethical leadership and their components were set for university administrators, and their validation was done in a quantitative section. Cronbach alpha and combined reliability of four dimensions were higher than 88. And the Convergent Validity Criterion for the four dimensions was upper than 0.59. It was a sign of the solidarity of the ethical leadership structure of the university administrators of their own dimensions. These dimensions are as follows: organizational dimension, interpersonal dimension (management and the faculty board members, management and students, management and staff), social dimension and individual dimension. The results of the one-sample t-test demonstrated that the average of viewpoints of faculty members in all four dimensions was higher than 3 and close to 4.
The results of this study showed that there are four important dimensions in relation to each dimension and there are some components for ethical leadership of academic directors that can be used to assess the ethical leadership of academic directors. The university, as a center of research and instruction, should be ethical in interactions with students, professors, employees, and the academic community. Thus, the university requires the implementation of the ethical leadership styles more than any other organization. The main objectives of higher education administrators include assistantship in resolving community problems and educating more efficient civilians for serving the country, which is not possible unless by their observance of the ethical principles and accepted regulations. Therefore, the significant duty of university administrators is providing an environment where the principal functions of ethical leadership can be ethically carried out. The administrators’ decisions related to the organizational and structural dimensions of the university, comprising legislating, employing, acclaiming, punishing, the source usage, and the administrators’ behavior, can cause some ethical and behavioral obligations.
In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators. (46 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The empirical literature on charismatic or transformational leadership demonstrates that such leadership has profound effects on followers. However, while several versions of charismatic leadership theory predict such effects, none of them explains the process by which these effects are achieved. In this paper we seek to advance leadership theory by addressing this fundamental problem. We offer a self-concept based motivational theory to explain the process by which charismatic leader behaviors cause profound transformational effects on followers. The theory presents the argument that charismatic leadership has its effects by strongly engaging followers' self-concepts in the interest of the mission articulated by the leader. We derive from this theory testable propositions about (a) the behavior of charismatic leaders and their effects on followers, (b) the role of followers' values and orientations in the charismatic relationship, and (c) some of the organizational conditions that favor the emergence and effectiveness of charismatic leaders.
Senior executives are thought to provide the organization’s ethical ‘tone at the top’. We conducted an inductive interview-based study aimed at defining the perceived content domain of executive ethical leadership. We interviewed two types of key informants - corporate ethics officers and senior executives - about executive ethical leadership and then a contrasting category we labeled ‘ethically neutral’ leadership. Systematic analysis of the data identified multiple dimensions of ethical and ethically neutral leadership. The findings suggest that ethical leadership is more than traits such as integrity and more than values-based inspirational leadership. It includes an overlooked transactional component that involves using communication and the reward system to guide ethical behavior. Similarities and differences between ethics officers’ and senior executives’ perceptions also led to insights about the importance of vantage point and social salience in perceptions of executive ethical leadership. In order to be perceived as an ethical leader by those outside the executive suite, the executive must engage in socially salient behaviors that make the executive stand out as an ethical figure against an ethically neutral ground.
This paper is concerned with the relationships among moral reasoning, moral motivation, moral action, and moral identity. It explores how major figures in developmental psychology have understood these relationships, with attention to schematic models or conceptual maps. After treating Piaget, Kohlberg, Rest, Colby and Damon, and Blasi, I present a critical synthesis, a conceptual model of how developmental psychology might best answer the question, Why be moral? Copyright (C) 2002 S. KargerAG, Basel.
In this article, we explore the intertwining of moral identity and the social and cultural context. First, we review existing research on moral identity that has considered the role of social others and the cultural environment. Then we pose questions to further research in this area and offer a 3-level framework with which to understand how the cultural world influences moral identity development. Central to this framework is an analysis of the cultural practices within which moral identities develop, as well as the institutional contexts that support these practices and the social interactions that comprise them. Finally, we illustrate the components of framework using examples of data from 2 studies-1 focused on how an inner city Muslim school worked to foster the moral identities of students and the other on the development of civic identities among urban teens in a community action program.
Discusses conceptual and empirical issues concerning the relations between moral reasoning and moral action. Two opposite views of the relations between moral cognition and moral action are described; one is an essentially irrational view that emphasizes need and action tendencies, while the other considers moral functioning as essentially rational. Their contrasting assumptions and implications are clarified. Available empirical literature is reviewed; research relating moral reasoning to delinquency, honesty, altruism, conformity, and other real-life moral behaviors is summarized, with special attention given to problems of design, measurement, and interpretation. Although overall these studies seem to support the cognitive–developmental perspective, this support needs to be qualified and interpreted in each area. At a more general level, the importance of clarifying the meaning of consistency between moral cognition and moral action and the need for a process approach to research in this area are emphasized. (4 p ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Research and theory on leader-member exchange (LMX) is reviewed and categorized according to antecedents and consequences of LMX. The review demonstrates that LMX is determined by a number of antecedents, and in turn, influences a wide range of individual and organizational outcomes. Despite the importance of LMX research to the literature, the authors identify a number of ways in which theory and empirical research on LMX can be enhanced. In terms of theory, it is argued that although role theory has provided the framework for LMX research, much can be gained by introducing concepts from social exchange theory. Using a reciprocity in social exchange framework allows for an examination of the way in which LMXs are embedded in a larger network of exchange relationships.
This leads to a 2nd extension of LMX theory, which is the examination of LMX context. In terms of empirical research, the authors contend that LMX measurement can be improved. First, in order to capture the complexity of LMX, the authors provide support for a new multidimensional measure of the construct. Second, in conjunction with theory development concerning the larger context in which LMXs are embedded, the development of a supplemental LMX measure based on reciprocation in social exchanges is suggested. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The authors identify the challenge of holding contemporary business leaders accountable for enhancing the intangible strategic asset of integrity capacity in organizations. After defining integrity capacity and framing it as part of a strategic resource model of sustainable global competitive advantage, the stakeholder costs of integrity capacity neglect are delineated. To address this neglect issue, the authors focus on the cultivation of judgment integrity to handle behavioral, moral and hypothesized economic complexities as key dimensions of integrity capacity. Finally, the authors recommend two leadership practices to build competence in business leaders to enhance integrity capacity as an organizational strategic asset.
This study proposes a model that explains the ethical behavior of automobile salespeople in terms of their ethical perception, legal perception, method of compensation (commission-based or salary-based), age, and education. The model is estimated by using five scenarios that involve ethical issues commonly found in the automobile industry and responses from 184 automobile salespeople in a mid-Atlantic metropolitan area. The findings suggest that ethical perception is the most important determinant of ethical behavior. Also, method of compensation is a major determinant in four of five scenarios, and legal perception in two out of five scenarios. However, age and education are not significantly related to ethical behavior. A discussion of the results, limitations, and implications is presented for managers.
This article summarizes the multitude of empirical studies that test ethical decision making in business and suggests additional research necessary to further theory in this area. The studies are categorized and related to current theoretical ethical decision making models. The studies are related to awareness, individual and organizational factors, intent, and the role of moral intensity in ethical decision making. Summary tables provide a quick reference for the sample, findings, and publication outlet. This review provides insights for understanding organizational ethical decision constructs, where ethical decision making theory currently stands, and provides insights for future empirical work on organizational ethical decision making.
Recent theorizing in moral psychology extends rationalist models by calling attention to social and cultural influences (J. Haidt, 2001). Six studies using adolescents, university students, and adults measured the associations among the self-importance of moral identity, moral cognitions, and behavior. The psychometric properties of the measure were assessed through an examination of the underlying factor structure (Study 1) and convergent, nomological, and discriminant validity analyses (Studies 2 and 3). The predictive validity of the instrument was assessed by examinations of the relationships among the self-importance of moral identity, various psychological outcomes, and behavior (Studies 4, 5, and 6). The results are discussed in terms of models of moral behavior, social identity measurement, and the need to consider moral self-conceptions in explaining moral conduct.
This book, written by a leading scholar in leadership, takes readers through a very realistic look at what it takes to develop leadership competencies. Focusing on four major goals, this text: provides the reader with a broader and deeper understanding of what constitutes authentic leadership development; challenges a very basic notion that leaders are born versus made; talks about the elements that comprise leadership development so readers are informed to ask the many providers of leadership development the right questions; and develops full leadership potential. There are numerous case examples used throughout the book: high-tech executives, community leaders, correctional service supervisors, bank managers in Canada, and platoon commanders in Israel. Each example is used as a general basis for discussing how people develop their leadership potential, and as models of training and evaluation. Leadership Development in Balance: MADE/Born is intended for graduate or undergraduate students of leadership, project managers, supervisors, senior executives, school principles, health care officers, or legislators. © 2005 by Lawrence Erlbaum Associates, Inc. All rights reserved.
The author intended to examine the effects of authentic leadership, transformational leadership, and transactional leadership on follower moral identity and follower moral decision intention, and the influence processes through which authentic leadership, transformational leadership, and transactional leadership impacts follower moral decision intention. More specifically, the author tested whether follower moral identity mediates the effect of authentic and transformational leadership on follower moral decision intention and whether moral intensity moderates the effect of authentic leadership, transformational leadership, and transactional leadership on follower moral decision intention. ^ Based on three pilot tests with undergraduate samples and one experimental study with a real field sample (i.e., teachers in public settings), it was found that authentic and transformational leadership has a positive effect on follower moral identity and follower moral decision intention. Moreover, it was also found that follower moral identity mediates the effects of both authentic leadership and transformational leadership on follower moral decision intention. Contrary to the expectation, transactional leadership had a negative effect on follower moral decision intention. Furthermore, moral intensity moderated the effect of authentic leadership and transformational leadership on follower moral decision intention in that the effects of authentic leadership and transformational leadership on follower moral decision intention are stronger when moral intensity is low. ^ This study has a number of theoretical contributions and practical implications. This study made a significant theoretical contribution to both the leadership area and the ethical decision making field in that it has introduced a testable theoretical model to explain how authentic and transformational leadership affects follower moral identity and moral decision intention. This study also made a significant theoretical contribution to the moral development field in that it took the leadership factor into account and generalized to working adults in organizations. One unique practical implication is that, in order to promote follower moral decision intention, it is necessary to promote follower moral identity. Another important practical implication is that organizations need to develop authentic and transformational leadership across different organizational levels in order to develop follower moral identity and follower moral decision intention, which could help pave the way for an organization's sustainable development.
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This paper examines the contribution of each of the four dimensions in Thomas and Velthouse's (1990) multidimensional conceptualization of psychological empowerment in predicting three expected outcomes of empowerment: effectiveness, work satisfaction, and job-related strain. The literature on the four dimensions of empowerment (i.e., meaning, competence, self-determination, and impact) is reviewed and theoretical logic is developed linking the dimensions to specific outcomes. The expected relationships are tested on a sample of managers from diverse units of a manufacturing organization and then replicated on an independent sample of lower-level employees in a service organization using alternative measures of the outcome variables. The results, largely consistent across the two samples, suggest that different dimensions are related to different outcomes and that no single dimension predicts all three outcomes. These results indicate that employees need to experience each of the empowerment dimensions in order to achieve all of the hoped for outcomes of empowerment. © 1997 JAI Press Inc. All rights of reproduction in any form reserved.
This article presents a cognitive model of empowerment. Here, empowerment is defined as increased intrinsic task motivation, and our subsequent model identifies four cognitions (task assessments) as the basis for worker empowerment: sense of impact, competence, meaningfulness, and choice. Adopting an interpretive perspective, we have used the model also to describe cognitive processes through which workers reach these conclusions. Central to the processes we describe are workers' interpretive styles and global beliefs. Both preliminary evidence for the model and general implications for research are discussed.
Reviews the book, Leadership Development in Balance: MADE/Born by B. J. Avolio (2005). As reflected in the title, one of the primary issues that Avolio grapples with is the age-old question of whether leaders are born or made. Consistent with the idea of leadership being a long journey, he builds a convincing case for the developmental model. This book does not really address what happens inside the room during a leadership event such as a classroom-based leadership development program, but instead focuses on how leadership is developed over the long term in day-to-day interactions. This book clearly makes the case that leadership development is a process, not an event; this book provides readers with the tools to participate in their own leadership development process. This book should be a “must read” for anyone who provides or receives executive coaching. The content of the book provides a framework to support the ongoing learning process that an executive coach should provide. Coaches do not provide the content but do coach the executive in reflecting on events, soliciting feedback, and adjusting their behavior to become more effective as leaders. This book presents a very good process to use in guiding leadership development over the long term. (PsycINFO Database Record (c) 2014 APA, all rights reserved)
Considerable theoretical work has been done in the area of moral reasoning. However, little conceptual thinking has been done about the relations between moral cognition and moral action. As a result, empirical research in this area has been unsystematic and difficult to interpret. A theoretical model, the Self Model, is proposed here, starting from the assumption that moral reasons are functionally related to action. First, a concept of cognitive motivation is presented as necessary for any cognitive account of morality. Two cognitive approaches to moral conduct, Piaget's and Haan's, are then discussed in their positive contributions and in their limitations. The Self Model is finally described through a set of empirically testable propositions. Its major theoretical characteristics are: it is cognitive, recognizing as the central function of human cognition the appraisal of truth; it acknowledges a basic duality of motivation, but stresses the normative pull of cognitive motivation; it is developmental; it uses the self as the central explanatory concept, establishing both the sense of personal responsibility and the dynamism of self-consistency.
An interactionist model of ethical decision making in organizations is proposed. The model combines individual variables (moral development, etc.) with situational variables to explain and predict the ethical decision-making behavior of individuals in organizations. A major component of the model is based on Kohlberg's cognitive moral development model which provides the construct definition, measurement tools, and theory base to guide future business ethics research. Research propositions are offered and practical implications are discussed.
Based on a survey of 237 managers in Singapore, three measures of organizational ethics (namely, top management support for ethical behavior, the organization's ethical climate, and the association between ethical behavior and career success) are found to be associated with job satisfaction. The link between organizational ethics and job satisfaction is argued from Viswesvaran et al.'s (1998) organizational justice and cognitive dissonance theories. The findings imply that organizational leaders can favorably influence organizational outcomes by engaging in, supporting and rewarding ethical behavior.
Despite increasing attention on the topic of empowerment, our understanding of the construct and its underlying processes remains limited. This article addresses these shortcomings by providing an analytical treatment of the construct and by integrating the diverse approaches to empowerment found in both the management and psychology literatures. In addition, the authors identify certain antecedent conditions of powerlessness and practices that have been hypothesized to empower subordinates.
Although a great deal of research has addressed the issue of outcome "fairness," relatively little has been done to illuminate the relationship between perceptions of outcome fairness (distributive justice), organizational systems fairness (procedural justice), job satisfaction, and intent to turnover. This paper isolates the empirical relationships between the types of perceived fairness, critical work attitudes, and intent to turnover using a sample of 88 employees in technical fields such as computer assisted design, product testing and assurance, and computer equipment repair. Intent to turnover was found to be most sensitive to perceptions of procedural justice. Implications of these results for managers are discussed.
abstractions and idealization of autonomy come out looking morally underdeveloped even though in their moral conduct they may exhibit fewer inhumanities than Western societies that are ranked as morally superior Kohlberg's (1971b) prescriptive stance that moral education in the classroom should consist of moving children through the stages of moral reasoning, even regardless of parental wishes, draws understandable heavy fire (Aron, 1977; Wonderly & Kupfersmid, 1980) and belies the egalitarian characterization of the theory The view of moral superiority as an autonomous self operating above communal norms and concerns does not sit well with many moral theorists Some moral philosophers, who hardly lack competence for principled reasoning, regard the principle of justice as only one among ot
Explores the reasons that implementation of empowerment programs for employees often proves difficult in large organizations. The authors present 7 critical questions aimed at helping executives confront the challenges of implementing employee empowerment. These questions are: (1) What do we mean when we say we want to empower people? (2) What are the characteristics of an empowered person? (3) Do we really need empowered people? (4) Do we really want empowered people? (5) How do people actually develop a sense of empowerment? (6) What organizational characteristics facilitate employee empowerment? and (7) What can leaders do to facilitate employee empowerment? Most empowerment programs, say the authors, are embedded in a mechanistic perspective, which assumes that empowerment is a set of managerial practices focused on cascading power to lower levels. Yet, this perspective is incomplete by itself. It needs to be counterbalanced with an "organic perspective" that embodies personal risk, trust, and initiative. The authors argue that it is only by juxtaposing these 2 perspectives that we can begin to fully understand what it means for organization to effectively empower their employees. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
discuss the place of self in social cognition, with special emphasis on the self as a knowledge structure
the fact of self / the self as a conceptual structure / assessing the self-concept / the development of the self-concept / the self in cultural context / the self as a memory structure / meaning-based representations of the self / perception-based representations of the self / I and me (PsycINFO Database Record (c) 2012 APA, all rights reserved)
presents a set of principles about how teams—and small groups in general—develop and function effectively / these are principles that have been validated in research on small groups and teams over the past 40 years / awareness of this information can guide the team leader who aims to transform a group composed of members who often differ in education, experience, attitudes, and beliefs, into an effective, cooperative, and high-performing team / present selected research findings and principles derived from these findings / examples also will clarify or illustrate applications of the principles to the full range of leadership (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This paper reviews two major ethical theories and the manner in which the values they espouse are associated with the directive, transactional, and transformational leadership styles. A model of ethical leadership is proposed which relates the dimensions of these styles to the level of the leader's moral development. Transformational leadership appears to be most closely connected to deontology, while transactional leadership would seem to be related more to teleological ethics, and directive leadership to ethical egoism, a category of teleology. The paper concludes with some suggestions for future research.
Résumé
Cette étude passe en revue deux théories principales d'éthiques et la façon dont les valeurs qu'elles compren‐nent sont liées aux styles de leadership directif, transac‐tionnel, et transformationnel. L'auteur présente un mo‐dèle de leadership éthique dans lequel les dimensions de ces styles sont associées au niveau de développement moral du leader. Le leadership transformationnel semble être lié plus étroitement à la déontologie tandis que le leadership transactionnel serait associé plutôt à l'éthique téléologique et le leadership directif à l'égo‐ïsnie éthique, une catégorie de la téléologie. L'étude se termine par quelques suggestions de recherches ultérieures.
Building on Kahn's (1990) ethnographic work, a field study in a U.S. Midwestern insurance company explored the determinants and mediating effects of three psychological conditions — meaningfulness, safety and availability — on employees' engagement in their work. Results from the revised theoretical framework revealed that all three psychological conditions exhibited significant positive relations with engagement. Meaningfulness displayed the strongest relation. Job enrichment and work role fit were positively linked to psychological meaningfulness. Rewarding co-worker and supportive supervisor relations were positively associated with psychological safety, whereas adherence to co-worker norms and self-consciousness were negatively associated. Psychological availability was positively related to resources available and negatively related to participation in outside activities. Finally, the relations of job enrichment and work role fit with engagement were both fully mediated by the psychological condition of meaningfulness. The association between adherence to co-worker norms and engagement was partially mediated by psychological safety. Theoretical and practical implications related to psychological engagement at work are discussed.
The authors review the empirical literature in order to assess which variables are postulated as influencing ethical beliefs and decision making. The variables are divided into those unique to the individual decision maker and those considered situational in nature. Variables related to an individual decision maker examined in this review are nationality, religion, sex, age, education, employment, and personality. Situation specific variables examined in this review are referent groups, rewards and sanctions, codes of conduct, type of ethical conflict, organization effects, industry, and business competitiveness. The review identifies the variables that have been empirically tested in an effort to uncover what is known and what we need to know about the variables that are hypothesized as determinants of ethical decision behavior.
Leaders should be a key source of ethical guidance for employees. Yet, little empirical research focuses on an ethical dimension of leadership. We propose social learning theory as a theoretical basis for understanding ethical leadership and offer a constitutive definition of the ethical leadership construct. In seven interlocking studies, we investigate the viability and importance of this construct. We develop and test a new instrument to measure ethical leadership, examine the proposed connections of ethical leadership with other constructs in a nomological network, and demonstrate its predictive validity for important employee outcomes. Specifically, ethical leadership is related to consideration behavior, honesty, trust in the leader, interactional fairness, socialized charismatic leadership (as measured by the idealized influence dimension of transformational leadership), and abusive supervision, but is not subsumed by any of these. Finally, ethical leadership predicts outcomes such as perceived effectiveness of leaders, followers’ job satisfaction and dedication, and their willingness to report problems to management.
Our literature review focuses on the emerging construct of ethical leadership and compares this construct with related concepts that share a common concern for a moral dimension of leadership (e.g., spiritual, authentic, and transformational leadership). Drawing broadly from the intersection of the ethics and leadership literatures, we offer propositions about the antecedents and outcomes of ethical leadership. We also identify issues and questions to be addressed in the future and discuss their implications for research and practice. Our review indicates that ethical leadership remains largely unexplored, offering researchers opportunities for new discoveries and leaders opportunities to improve their effectiveness.
Thesis (Ph. D.)--University of Maryland, College Park, 1999. Thesis research directed by Dept. of Counseling and Personnel Services. Includes bibliographical references (leaves 253-269).
Since this is the first chapter in the Annual Review 0/ Psychology to be devoted exclusively to personality and social development, a brief historical note seems appropriate. The general topic has long interested psychologists, although little progress was made in the early years due to its being dominated by grand theorists such as Freud, and the early social interactionists like Cooley and Mead, whose views had appeal because they encompassed so much but which did not lend themselves very well to research. By the early 1950s the need for testable hypotheses of modest scope was recognized, and the stage appeared set for new advances to be made. However, owing perhaps to the national concern about the need for scientific talent which was heightened by Sputnik, the attention to developmental psychology was preempted by the cognitive domain. The interest in cognitive development was additionally reinforced by the War on Poverty and the inauguration of Head Start, and cognitive development continues to be a major focus of research effort. The past few years, however, have seen a rebirth of interest in social development, and here, too, societal rather than purely scientific concerns seem to have provided the major impetus. It is probably more than coincidence that the student activism of the 1960s, the rising crime rate, and such heavily publicized events as Watergate and ·the street murder of Kitty Genovese have their parallels in the intensification of research on internalization of moral norms, a topic of long-standing interest, and in the emergence of new areas of study such as empathy , role-taking, altruism, and the impact of television violence on children. The women's movement has, no doubt, contributed to the renewal of interest in sex role development. And the very recent research on equity and other forms of distributional justice may in part reflect a sensitivity to the rising demands of poor people and poor nations for a greater share of the earth's resources. Each of the above topics is now the object of intensive research that is more or less interrelated and cumulative and guided by theoretical models that are con stantly being revised on the basis of the findings. Consequently there is reason to
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