scholarly journals THE MODERATING ROLE OF POWER CULTURE IN THE EFFECT OF DARK LEADERSHIP ON ORGANIZATIONAL ETHICAL CLIMATE

Author(s):  
Erdinç BALLI ◽  
Ayşe İpek KOCA BALLI
Author(s):  
Kijpokin Kasemsap

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.


2018 ◽  
Vol 33 (2) ◽  
pp. 196-213 ◽  
Author(s):  
Lulu Zhou ◽  
Yan Liu ◽  
Zhihong Chen ◽  
Shuming Zhao

Purpose The purpose of this paper is to explore how a perceived ethical climate influences employees’ intention to whistle-blow through internal organizational channels and incorporates the mediating role of organizational identification and moral identity as well as the moderating role of individual risk aversion. Design/methodology/approach The five proposed hypotheses were tested using hierarchical regression analysis with two waves of data collected in 2016 from 667 employees in Chinese organizations. Findings The findings indicate that perceived ethical climate had a positive effect on employees’ internal whistle-blowing intention, which was mediated by organizational identification and moral identity. Furthermore, employees’ risk aversion weakened the effect of organizational identification, while the moderating role by moral identity on internal whistle-blowing intention was not validated. Originality/value This study explains the psychological mechanism of whistle-blowing intention from the perspective of social identity, which contributes to opening the “black box” of the transmitting processes from the perceived ethical climate to whistle-blowing intention. This study also extends the literature by defining a boundary condition of risk aversion that hinders organizational identification influence on employee whistle-blowing intention.


2012 ◽  
Vol 2012 (1) ◽  
pp. 10744
Author(s):  
Chien-Cheng Chen ◽  
Mavis Yi-Ching Chen ◽  
Ying-Chun Liu

2017 ◽  
Vol 2 (3) ◽  
pp. 111-146
Author(s):  
Mahmoud Lari Dasht Bayaz ◽  
Mehdi Salehi ◽  
Marziyeh Zahedi ◽  
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