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1 – 10 of over 5000The present study seeks to examine the impact of ethical leadership on employees’ voice behavior and internal whistleblowing in organizations. Specifically, the study investigates…
Abstract
Purpose
The present study seeks to examine the impact of ethical leadership on employees’ voice behavior and internal whistleblowing in organizations. Specifically, the study investigates the mediating role of moral emotions in the link between ethical leadership and employees’ reporting behaviors such as voice behavior and internal whistleblowing.
Design/methodology/approach
This research utilized a sample of 200 employees from various private companies in Pakistan, gathering data via questionnaires to validate the hypotheses. We employed Structural Equation Modeling (SEM) to evaluate the model and conducted a mediation analysis using 5,000 bootstrap samples.
Findings
This research found that ethical leadership positively impacts employees' moral emotions, encouraging them to voice concerns and report misdeeds. Additionally, the study affirms a direct and positive connection between ethical leadership and employees' reporting behaviors, including voice behavior and internal whistleblowing.
Practical implications
The findings of the study emphasized the development of ethical leadership in organizations by highlighting the critical role of ethical leadership in enhancing moral emotions, voice behavior, and whistleblowing in organizations. It highlights the necessity of promoting moral behavior to enhance organizational effectiveness and the need for ethical leaders to foster an open environment in organizations that encourages whistle bellowing and reporting of unethical practices in organizations.
Originality/value
The current paper extends knowledge of ethical leadership based on the social cognitive theory of morality by considering that moral emotions serve as a strong motivational cognition between ethical leadership and reporting behaviors. Particularly, by examining the mediating role of moral emotion, this study provides a deeper understanding of the underlying mechanism through which ethical leadership influences reporting behaviors of employees at workplace.
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Pilar Mosquera, Fernanda Bethlem Tigre and Miriam Alegre
New generations actively seek employment in organizations that resonate with their values, mission and sense of purpose. However, perceptions of organizational politics (POP…
Abstract
Purpose
New generations actively seek employment in organizations that resonate with their values, mission and sense of purpose. However, perceptions of organizational politics (POP) associated with unethical practices detrimentally affects meaningful work experiences and employee retention. Ethical leadership emerges as a critical factor in mitigating these negative effects. This study aims to propose a comprehensive model that examines the impact of ethical leadership on two crucial work outcomes: meaningful work and turnover intention. The mediating role of POP is explored, shedding light on the intricate dynamics within organizational contexts.
Design/methodology/approach
To test the model, the authors use a sample of 261 respondents who completed an online questionnaire shared on social networks. Partial least squares is used for data analysis.
Findings
Results evidence that ethical leadership reduces employees’ POP, increases meaningful work and reduces turnover intention. One dimension of POP – communication – mediates the relationship between ethical leadership and work outcomes. Furthermore, meaningful work mediates the relationship between ethical leadership and turnover intention.
Practical implications
The study offers practical suggestions for managers to mitigate the negative impact of POP on meaningful work and employee retention.
Originality/value
This study adds to previous research by analyzing the separate and combined effects of ethical leadership on five dimensions of POP – communication, resources, decisions, reputation and relationships. Furthermore, this study adds empirical evidence on how POP influence meaningful work and employee retention.
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This is a step-by-step guide for teaching Ethics and Ethical Leadership utilizing the Harvard Everest Leadership and Teams Simulation, V.3. The suggested approach is focused on…
Abstract
Purpose
This is a step-by-step guide for teaching Ethics and Ethical Leadership utilizing the Harvard Everest Leadership and Teams Simulation, V.3. The suggested approach is focused on facilitating a discussion and coaching students to recognize and solve problems by applying moral theory explicitly and deliberately. Applying this approach can also help them develop a habit of analyzing one’s own and others' behavior using ethical lenses and principles of authentic leadership. It offers practical debrief steps and specific discussion questions that can be used as a standalone resource or alongside the Harvard teaching note accompanying the simulation.
Design/methodology/approach
This innovative approach enables teaching and coaching students on the ethical aspects of their leadership and decision-making based on this hands-on experience with the Harvard Everest Leadership and Teams Simulation. This approach enriches the original HBR teaching suggestions by enabling students to recognize moral dilemmas, confront typical rationalizations and practice ethical actions and decision-making in real time.
Findings
In-class discussion and student reflection assignments provide evidence of the method's effectiveness in translating values into impactful insights and enhanced likelihood of ethical behaviors in real-life scenarios. Students’ end-of-class feedback and course evaluations often cite the benefits of using the Everest simulation as a backdrop for raising self-awareness and practicing ethical decision-making.
Practical implications
The approach discussed in the paper can serve as a flexible framework for analyzing and debriefing the HBR Everest simulation and other simulations, “survival scenario” exercises and activities designed to teach and facilitate practicing ethical leadership, authentic leadership and ethical decision making. It is adaptable and can be effectively applied across various disciplines centered around ethical leadership, teamwork, communication and decision-making in higher education and business.
Originality/value
Harvard Everest Leadership and Teams Simulation is among the most popular ones in business education and is used by teachers worldwide (Roberto & Edmondson, 2017). While a comprehensive teaching note on communication and group dynamics is available through Harvard Business Publishing, it still needs to address the ethical issues students face during the simulation. This paper provides a roadmap for instructors who want to improve the student experience with ethical decision-making and ethical leadership.
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Savita S. Rai and Navin Kumar Koodamara
This study aims to comprehensively analyse and synthesize existing studies that investigate the relationship between ethical leadership and organizational silence. This review…
Abstract
Purpose
This study aims to comprehensively analyse and synthesize existing studies that investigate the relationship between ethical leadership and organizational silence. This review also aims to provide a detailed understanding of the impact of ethical leadership on various dimensions of organizational silence.
Design/methodology/approach
This study uses a systematic review methodology, adhering to Preferred Reporting Items for Systematic Reviews and Meta-analysis guidelines, to explore the relationship between ethical leadership and organizational silence. Using the SCOPUS database, the search involved Boolean operators to narrow down relevant papers published in English between 2000 and 2023. Following a meticulous screening process, 10 papers were selected for review after removing duplicates and excluding non-English or irrelevant studies. The selected papers underwent a methodological quality assessment, ensuring focused research questions, precise subject selection methods, representative samples and reliable measurement instruments.
Findings
This study has led to two crucial findings. Firstly, the review has revealed that employees feel secure and motivated to share their opinions when leaders are ethical, which is essential from the perspective of organizational performance. Secondly, in a collectivist culture, employees generally do not express their views (prosocial silence) even though the leaders are ethical. However, in an individualistic culture, employees express their views and opinions on organizational matters even though leaders are ethical.
Research limitations/implications
This research has three research implications. Firstly, the papers on the relationship between ethical leadership and organizational silence followed quantitative approach. Besides, there is a dearth of qualitative studies. Therefore, qualitative studies are urgently needed to understand the true nature of this relationship. Secondly, the relationship between ethical leadership and organizational silence in existing literature is inconsistent. Several studies have reported a non-significant relationship between these two constructs, which requires further investigation. Thirdly, most existing literature on the relationship between ethical leadership and organizational silence is concentrated in the manufacturing sector. Therefore, it is necessary to test this model, even in the services or other sectors.
Originality/value
To the best of the authors’ knowledge, this is the first study to have reviewed the impact of ethical leadership on organizational silence. This review provides insights into how ethical leadership can mitigate silent behaviour. In addition, this review suggests future research directions pertaining to the relationship between ethical leadership and organizational silence.
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Courage Simon Kofi Dogbe, Kennedy Kofi Ablornyi, Wisdom Wise Kwabla Pomegbe and Evans Duah
This study aims to examine how ethical leadership enhances the relationship between employee ethical behaviour and the job performance of employees in state-owned enterprises…
Abstract
Purpose
This study aims to examine how ethical leadership enhances the relationship between employee ethical behaviour and the job performance of employees in state-owned enterprises (SOEs).
Design/methodology/approach
This study was a survey, with data collected using a structured questionnaire. The study focused on employees from SOEs in Ghana. The sample covers 238 employees drawn from 10 SOEs. Data was analyzed using structural equation modelling.
Findings
The study concludes that employee ethical behaviour positively influenced the job performance of employees of SOEs in Ghana. The effect of ethical leadership on employee job performance was positively significant. Finally, ethical leadership positively moderated the effect of employee ethical behaviour on the job performance of employees of SOEs.
Research limitations/implications
Future research should look at identifying the specific behaviours of ethical employees that influence improved job performance. Also, future research could conduct a comparative study of private-owned enterprises and SOEs.
Practical implications
Attention should also be paid to ethical leadership, as it strongly enhanced both employee job performance and the quality of employee ethical behaviour required for increased job performance of employees.
Originality/value
Extant studies have paid limited attention to understanding how the interaction between employee ethical behaviour and ethical leadership will enhance employee job performance.
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Fahad Shakeel, Peter Mathieu Kruyen and Sandra Van Thiel
This paper aims to validate a broader conceptualization of ethical leadership and a matching measurement scale (BELS) using survey data from 909 public servants in leadership…
Abstract
Purpose
This paper aims to validate a broader conceptualization of ethical leadership and a matching measurement scale (BELS) using survey data from 909 public servants in leadership positions in the Netherlands.
Design/methodology/approach
The confirmatory factor analysis (CFA) (using AMOS) and exploratory factor analysis were carried out with repeated CFA. A social desirability scale was used to check for model fitness.
Findings
Our findings support the notion that ethical leadership is broader in conceptualization and hence reject the theories that limit the role of ethical leaders within the confines of organizations. This study confirms that attributes like sustainability, leadership learning, ethical competency, diversity and resilience are part of ethical leadership. Such characteristics could not be measured with previous scales for ethical leadership. Also, ethical leadership is not separate from associated leadership styles.
Research limitations/implications
A self-assessment scale for leaders was used for this study. Although there is no indication of social desirability bias, future research can also focus on follower assessments of their leaders. This study only focuses on the public sector context only.
Practical implications
Our results suggest that ethical leadership contains more subvalues than in the seminal definition. This study has, therefore, corroborated a broader definition of ethical leadership.
Originality/value
This study indicates the need for ethical leadership to be studied and assessed using a broader conceptualization and measurement scale.
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Hau Van Nguyen and Long Le Hoang Nguyen
This paper considers the importance of prohibitive voice in organizations' health. This study aims to explore the role of ethical leadership, reflective moral attentiveness and…
Abstract
Purpose
This paper considers the importance of prohibitive voice in organizations' health. This study aims to explore the role of ethical leadership, reflective moral attentiveness and leader identification.
Design/methodology/approach
Two waves of data collection were conducted, including 534 responses in T1 and 242 in T2. This research evaluated hypotheses using Partial Least Squares Structural Equation Modeling approach with Smart PLS 3.2.9.
Findings
Ethical leadership has a direct positive effect on employees' prohibitive voice. Furthermore, reflective moral attentiveness mediates the associations between ethical leadership and prohibitive voice. Finally, leader identification moderates only the relationship between ethical leadership and employees' moral behavior (prohibitive voice), not moral cognition (reflective moral attentiveness).
Originality/value
This paper provided insight into how and when ethical leaders could promote prohibitive voice behavior. Specifically, the authors explored the mediating role of reflective moral attentiveness and the moderating role of leader identification.
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Lei Xie, Guangping Li and Jianguang Gu
The ethical requirement for nurses during the COVID-19 pandemic reached the peak. Healthcare professionals were asked to provide creative services to patients while making ethical…
Abstract
Purpose
The ethical requirement for nurses during the COVID-19 pandemic reached the peak. Healthcare professionals were asked to provide creative services to patients while making ethical decisions. This study aims to understand how ethical leadership and ethical climate interact with help seeking behavior to influence nurses’ creativity.
Design/methodology/approach
In this longitudinal study, the authors employed 193 nurses from a large hospital in China. Eligible nurses completed two surveys (one month apart) during the COVID-19 pandemic.
Findings
This study found that help seeking during problem-solving mediates the relationship between ethical leadership and creativity while ethical climate moderates the relationship between ethical leadership and help seeking in nurses.
Originality/value
Scholars have rarely studied the relationship between ethical leadership and creativity in the healthcare setting. More importantly, this study unveiled the compounded effect of ethical leadership and ethical climate on creativity via nurses’ help seeking behavior in China.
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Zhixing Xu and Dong Ju
This study investigates the benefits of ethical leadership behaviors for leaders themselves and the underlying mechanisms and boundary conditions of this effect.
Abstract
Purpose
This study investigates the benefits of ethical leadership behaviors for leaders themselves and the underlying mechanisms and boundary conditions of this effect.
Design/methodology/approach
Using a multi-time and multi-source survey design, data was collected from both leaders and subordinates across three waves.
Findings
Ethical leadership behavior was found to be positively associated with the leader’s moral pride, resulting in the leader’s higher in-role performance and perceived manager effectiveness. The effect of ethical leadership behavior was moderated by core self-evaluation (CSE), such that low-CSE leaders benefit more from these behaviors.
Practical implications
Organizations should encourage ethical leadership behaviors and educate leaders to develop moral pride from conducting these behaviors. Leaders with low CSEs can enhance their in-role performance and overall effectiveness by taking pride in their ethical leadership behaviors.
Originality/value
The field of study on ethical leadership has predominantly focused on the positive outcomes for recipients, yet it is imperative to examine the self-benefits for leaders as well. This study drew upon affective events theory to posit that ethical leadership behaviors generate moral pride in leaders, leading to improved work-related attitudes and performance outcomes.
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Jiajia Cheng, Lianying Zhang, Mingming He and Yingying Yao
Project-based organizations (PBOs) face challenges to enhance employee work engagement because of dynamic and constant role configuration. Accordingly, this study aims to explore…
Abstract
Purpose
Project-based organizations (PBOs) face challenges to enhance employee work engagement because of dynamic and constant role configuration. Accordingly, this study aims to explore how ethical leadership enhances employee work engagement from a sensemaking perspective.
Design/methodology/approach
This study used a questionnaire-based quantitative research design to collect data from 194 full-time employees in PBOs. The data were analyzed via partial least squares-structural equation modeling (PLS-SEM) technique to test hypotheses.
Findings
The findings show a positive relationship between ethical leadership and work engagement. Additionally, the relationship between ethical leadership and work engagement is mediated by two sensemaking mechanisms, i.e. goal commitment and prosocial.
Originality/value
This study deepens the understanding of how ethical leadership enhances work engagement in PBOs by providing two sensemaking mechanisms. By exploring the sensemaking process through which ethical leaders help employees construct identity, the findings contribute to the current literature on how ethical leadership enhances work engagement in PBOs.
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