The effect of ethical leadership on in-role performance & employee well-being through curbing bribing & favoritism in Pakistan: The complementary Role of Formalization, Centralization, and Ethical Climate

2021 ◽  
Author(s):  
Afsheen Anees ◽  
Danish Ahmed Siddiqui
Keyword(s):  
Ethical Leadership ◽  
Ethical Climate ◽  
Well Being ◽  
Role Performance ◽  
Complementary Role

Bridging the Gap between Ethical Climate and Nurses’ Service Behaviors: the Critical Role of Professional Well-Being

2018 ◽  
Vol 20 (3) ◽  
pp. 99-110
Author(s):  
Na Zhang ◽  
Jingjing Li ◽  
Xing Bu ◽  
Zhenxing Gong ◽  
Gilal Faheem Gul
Keyword(s):  
Ethical Climate ◽  
Critical Role ◽  
Well Being

Becoming morally disengaged: how long does it take?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Teresa Almeida ◽  
Francisca Abreu ◽  
Nelson C. Ramalho
Keyword(s):  
Ethical Leadership ◽  
Moral Disengagement ◽  
Ethical Climate ◽  
Empirical Test ◽  
Research Trend ◽  
Leadership Studies ◽  
Moderator Variable ◽  
Content Type ◽  
Leadership Research

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

The Role of Ethical Leadership in Ethical Organizations

2015 ◽  
pp. 135-168 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Performance ◽  
Ethical Leadership ◽  
Business Performance ◽  
Ethical Climate ◽  
Ethical Culture ◽  
Global Business ◽  
Organizational Ethical Culture ◽  
The Social ◽  
Organizational Ethical Climate

This chapter reveals the role of ethical leadership in ethical organizations, thus illustrating the theoretical and practical overviews of ethical leadership, organizational ethical culture, and organizational ethical climate; the significance of organizational ethical climate in organizational performance; and the significance of ethical leadership and organizational ethical culture in ethical organizations. The utilization of ethical leadership is crucial for ethical organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and achieve continuous success in global business. Therefore, it is essential for ethical organizations to explore their ethical leadership applications, promote a strategic plan to systematically evaluate their practical advancements, and urgently respond to the ethical leadership needs of organizational members in ethical organizations. Applying ethical leadership in ethical organizations will greatly improve organizational performance and reach business goals in the social media age.

scholarly journals ETHICAL CLIMATE AND BEHAVIORAL INTEGRITY: A STUDY OF THE DETERMINANTS OF ETHICAL LEADERSHIP UNDER POLITICAL MENTORING

2021 ◽  
Vol 9 (3) ◽  
pp. 247-258
Author(s):  
Waqas Baig ◽  
Rizwan Qaiser Danish ◽  
Muqqadas Rehman ◽  
Muhammad Hasnain ◽  
Hafiz Fawad Ali
Keyword(s):  
Organizational Climate ◽  
Ethical Leadership ◽  
Ethical Climate ◽  
Service Sector ◽  
Strong Association ◽  
Insurance Companies ◽  
Behavioral Integrity ◽  
Mediating Role ◽  
The Impact

Purpose of the study: Unethical behavior has been a source of incremental cost in corporations worldwide, and its consequences are detrimental to organizational health. In today’s turbulent environment, the role of leadership becomes even more vital under uncertainties. This study investigates the impact of ethical climate and behavioral integrity on ethical leadership through political mentoring. Methodology: The data were collected through a self-administered questionnaire distributed to the employees of various service sectors of health, education, banks, insurance companies, telecommunication, hotels, and transportation. The overall useable response rate was 85% (450 in total). The data were analyzed through SPSS version 22 and ADANCO version 2.2. Main Findings: The findings of the study are evidence of a strong association among behavioral integrity, ethical climate, political mentoring, and ethical leadership. We also found the mediating role of political mentoring between behavioral integrity and ethical leadership and between ethical climate and leadership. Applications of the study: This study is significant for the managers of the service sector in developing the ethical climate. It gives an insight to the leaders that they should guide their subordinates about the environment appropriately. It means that the leader’s role matters in building the organizational employees’ character and success. Novelty/Originality of the study: In this study, the role of political mentoring in ethical climate has been recognized, which contributes to business ethics. Furthermore, it bridges the literature gap related to the mediating role of political mentoring in an organizational climate.

How ethical leadership stimulates academics’ retention in universities

2018 ◽  
Vol 32 (7) ◽  
pp. 1348-1362 ◽  
Author(s):  
Saima Ahmad ◽  
Syed Muhammad Fazal-E-Hasan ◽  
Ahmad Kaleem
Keyword(s):  
Ethical Leadership ◽  
Academic Staff ◽  
Intention To Leave ◽  
Well Being ◽  
Content Type ◽  
Intentions To Leave ◽  
The Impact ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to investigate the relationship between ethical leadership and academics’ retention in universities. It draws on the conservation of resources theory to deepen the understanding of a process underlying this relationship whereby academics are more likely to stay in universities through the practice of ethical leadership. Specifically, it advances academics’ job-related affective well-being as a potential mediating mechanism, fostered by ethical leadership, which lowers their intention to leave. Design/methodology/approach This study is conducted through a cross-sectional survey of 303 academics in Australian universities. Univariate, bivariate and multivariate analysis procedures are deployed to analyse academics’ data. The research hypotheses are tested through a bootstrapped regression analysis of academics’ perceived ethical leadership, affective well-being and intention to leave. Findings The findings lend support to the hypothesised relations, indicating a significant role of ethical leadership on enhanced intentions of academics to stay in universities by directly conserving their job-related affective well-being. Research limitations/implications This paper contributes to knowledge of the relationship between ethical leadership and academics’ retention by identifying job-related affective well-being as an underlying mechanism in the university sector. Practical implications This paper has practical implications for higher educational institutes seeking to retain their academic staff. Its findings show that the practice of ethical leadership in universities matters, because it lowers academics’ intentions to leave by nurturing their well-being at work. Originality/value This is the first study to examine the impact of ethical leadership on academics’ well-being and intentions to leave in the context of universities in Australia. It is one of the first studies to explore the mediating role of affective well-being in the ethical leadership and leadership and intention to leave relationship.

Ethical leadership and employee in-role performance

2019 ◽  
Vol 48 (7) ◽  
pp. 1716-1733 ◽  
Author(s):  
Narges Kia ◽  
Beni Halvorsen ◽  
Timothy Bartram
Keyword(s):  
Ethical Leadership ◽  
Ethical Climate ◽  
Employee Perceptions ◽  
Mediation Effect ◽  
Survey Study ◽  
Royal Commission ◽  
Service Climate ◽  
Role Performance ◽  
Content Type ◽  
The Relationship

Purpose Against the backdrop of the Royal Commission into Misconduct in the Banking, Superannuation and Finance Services Industry in Australia, this study on ethical leadership is timely. The purpose of this paper is to examine the mediating effects of organisational identification, customer orientated behaviour, service climate and ethical climate on the relationship between ethical leadership and employee in-role performance. Design/methodology/approach The hypotheses were tested using a two-wave survey study of 233 bank employees in Australia. Findings Evidence from the study indicated that organisational identification, service climate and ethical climate mediate the relationship between ethical leadership and employee in-role performance. Surprisingly, the proposed mediation effect of customer orientation was not supported. However, ethical leadership was positively associated with customer orientated behaviour among employees. Research limitations/implications Limitations of the study include collecting data at two time points, thereby rendering the study cross-sectional. Employee in-role performance was a self-rated measure. Practical implications This study showed that ethical leadership is critical to improving employee perceptions and experience of an organisation’s service climate, ethical climate, organisational identification, customer orientated behaviour and employee in-role performance. The authors raise a number of HRM implications for the development and enablement of ethical leaders in the banking context. Originality/value The findings presented in this paper highlight that ethical leadership is critical to improving employee perceptions and experience of an organisation’s service climate, ethical climate, organisational identification, customer orientated behaviour and employee in-role performance.

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