Ethical Leadership and Team Ethical Outcomes: The Roles of Team Moral Efficacy and Ethical Climate

2020 ◽  
Vol 2020 (1) ◽  
pp. 17273
Author(s):  
Dongkyu Kim ◽  
Christian Vandenberghe
Keyword(s):  
Ethical Leadership ◽  
Ethical Climate ◽  
Moral Efficacy

Ethical Leadership and Team Ethical Voice and Citizenship Behavior in the Military: The Roles of Team Moral Efficacy and Ethical Climate

2020 ◽  
Vol 45 (4) ◽  
pp. 514-555 ◽  
Author(s):  
Dongkyu Kim ◽  
Christian Vandenberghe
Keyword(s):  
Ethical Leadership ◽  
Organizational Citizenship Behavior ◽  
Social Information Processing ◽  
Ethical Climate ◽  
Citizenship Behavior ◽  
Unethical Conduct ◽  
Processing Theory ◽  
Social Intuitionist Model ◽  
The Republic ◽  
Moral Efficacy

In recent years, unethical conduct (e.g., Enron, Lehman Brothers, Oxfam, Volkswagen) has become an important issue in management; relatedly, there is growing interest regarding the nature and implications of ethical leadership. Drawing from social learning theory, we posited that ethical leadership would positively relate to team ethical voice and organizational citizenship behavior (OCB) through team moral efficacy. Furthermore, building on social information processing theory and the social intuitionist model, we expected these effects to be accentuated in teams with a strong ethical climate. Using survey data from subordinates and leaders pertaining to 150 teams from the Republic of Korea Army, ethical leadership was found to indirectly relate to increased team ethical voice and OCB directed at individuals and the organization through team moral efficacy. These relationships tended to be amplified among teams with a strong ethical climate. In addition, these findings persisted while controlling for transformational leadership, thereby highlighting the incremental value of ethical leadership for team outcomes. Theoretical and practical implications are discussed.

Managerial ethical leadership, ethical climate and employee ethical behavior: does moral attentiveness matter?

2021 ◽  
pp. 1-24
Author(s):  
Hussam Al Halbusi ◽  
Pablo Ruiz-Palomino ◽  
Rafael Morales-Sánchez ◽  
Fadi Abdel Muniem (F.A.M.) Abdel Fattah
Keyword(s):  
Ethical Leadership ◽  
Ethical Behavior ◽  
Ethical Climate ◽  
Moral Attentiveness

The challenge of business ethics - management and the question of ethics

2011 ◽  
Vol 17 (1) ◽  
pp. 141-152
Author(s):  
Anton Jamnik
Keyword(s):  
Decision Making ◽  
Moral Philosophy ◽  
Ethical Leadership ◽  
Ethical Climate ◽  
Leadership Behavior ◽  
The Public ◽  
Management Ethics ◽  
Ethics Management ◽  
Thoughtful Reflection ◽  
Moral Management

Past several decades management has become a vital concern to society. If we look at pools, we notice that the public does not have good opinion abouth management ethics and business. For the management community to turn this situation around, significant efforts are required. It should be understood what management ethics means, why it is important and how it should be integrated into decision making. Principles of ethics from moral philosophy and management theory are available to inform interested managers. Next challenge is to avoid immoral management, transitioning from an amoral to a moral management mode of leadership, behavior, decision making policies and practices. Moral management stands on ethical leadership. It requires that managers search out those vulnerable situations in which in which amorality may reign if careful, thoughtful reflection is not given by management. Further requires that managers understand, and be sensitive to, all the stakeholders of the organization and their stakes. If the moral management model is to be achieved, managers need to integrate ethical wisdom with their managerial wisdom and to take steps to create and sustain an ethical climate in their organizations. When all that will be done, the desirable goals of moral management will be achievable.

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.

As the tree is, so is the fruit? Examining the effects of ethical leadership on bootlegging from the perspective of leader–follower gender similarity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shuwen Li ◽  
Ruiqian Jia ◽  
Juergen H. Seufert ◽  
Huijie Tang ◽  
Jinlian Luo
Keyword(s):  
Ethical Leadership ◽  
Design Methodology ◽  
Moral Identity ◽  
Path Model ◽  
Content Type ◽  
Chinese Companies ◽  
And Gender ◽  
Gender Similarity ◽  
The Relationship ◽  
Moral Efficacy

Purpose The purpose of this study is to explore how and when ethical leadership enhances bootlegging. To achieve this purpose, the authors proposed a moderated dual-path model in this study. Design/methodology/approach The model was tested on two related studies. Study 1 was based on three-wave, collected data from a sample of 511 employees of Chinese companies. Data used in Study 2 was collected by survey from employees and their direct leaders of multiple departments of companies in China. Findings In Study 1, the authors found that moral efficacy and moral identity mediate between ethical leadership and bootlegging. Findings from Study 2 provide convergent support of moral efficacy’s and moral identity’s impact on the mediation relationship between ethical leadership and bootlegging. Moreover, the results of Study 2 further reveal that the relationship between ethical leadership and moral efficacy (or moral identity) was more significant among leader–follower with different genders. Originality/value This study not only enriches the literature on ethical leadership and gender (dis)similarity, but also helps managers to better understand the function of bootlegging.

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 Leadership and Organizational Citizenship Behaviour: the Mediating Role of Ethical Climate, Trust, and Justice

2019 ◽  
Vol 10 (1) ◽  
pp. 70
Author(s):  
Tayyaba Ahmed Fatima ◽  
Dr. Danish Ahmed Siddiqui
Keyword(s):  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Citizenship ◽  
Ethical Leadership ◽  
Ethical Climate ◽  
Positive Impact ◽  
Top Management ◽  
Procedural Justice Climate ◽  
The Impact ◽  
Justice Climate

This study analysed and showed that how the Top Managements’ Ethical Leadership Influences Organization Citizenship Behaviour (OCB). We proposed that Ethical leadership affects OCB by promoting ethical climate and trust in an Organization. Thus, such factors gives a rise to Procedural Justice Climate and Distributive Justice, which resulted in OCB. This theoretical framework was empirically tested by gathering data of 210 employees who are working in different sectors in Pakistan by means of close ended Likert scale type questionnaires. Numerous statistical techniques for instance descriptive statistics, (CFA) confirmatory factor analysis and (SEM) structural equation modelling were used to analyse the results. As proposed in our theory, the results indicates a positive impact of Top Management Ethical Leadership on Ethical Climate and Trust in an Organization. Moreover, the result also indicates a significant positive impact of trust on both Procedural Justice Climate & Distributive Justice. Furthermore, both of these completely intercedes the consequences of top management ethical leadership on organizational citizenship behaviour. From a different viewpoint, the impact of ethical climate on Procedural Justice Climate is significantly positive, however; the relationship between ethical climate and Distributive Justice was found to be insignificant. Hence, this investigation provides a credible theoretical description as well as observed support of a contrivance through which ethical leadership of top management boosts Organizational Citizenship Behaviour. Therefore, managers in organization can rise Firm level OCB by enhancing the overall environment of the corporation and participatory factors in an ethical manner.

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