A growing body of research suggests that follower perceptions of ethical leadership are associated with beneficial follower outcomes. However, some empirical researchers have found contradictory results. In this study, we use social learning and social exchange theories to test the relationship between ethical leadership and follower work outcomes. Our results suggest that ethical leadership is related positively to numerous follower outcomes such as perceptions of leader interactional fairness and follower ethical behavior. Furthermore, we explore how ethical leadership relates to and (...) is different from other leadership styles such as transformational and transactional leadership. Results suggest that ethical leadership is positively associated with transformational leadership and the contingent reward dimension of transactional leadership. With respect to the moderators, our results show mixed evidence for publication bias. Finally, geographical locations of study samples moderated some of the relationships between ethical leadership and follower outcomes, and employee samples from public sector organizations showed stronger mean corrected correlations for ethical leadership–follower outcome relationships. (shrink)

The field of rhetoric provides unique frameworks and tools for understanding the role of language in moral reasoning and corruption. Drawing on a discursive understanding of the self, we focus on how the rhetoric of conversations constructs and shapes our moral reasoning and moral behavior. Using rhetorical appeals and a moral development framework, we construct three propositions that use variation in the rhetoric of conversations to identify and predict corruption. We discuss some of the implications of our model.

As Early Years care and education comes under closer outside scrutiny the number of practitioners moving into managerial roles is constantly increasing, this book focuses on how to make policy work in practice: clarifying the manager’s responsibilities and his or her duty to lead exploring the use of policy and procedures, why we have procedure, how to create procedures and how to put it into practice offering advice on effective planning, how to monitor progress and activity, and tips on feedback (...) and reflection providing links to Ofsted. This is a must-have for students, assessors, nursery nurses with an interest in career development into management and anyone working within a early-years environment in a managerial role. (shrink)

Part of the _Managing in the Early Years_ series, this book provides practical advice about management theory and practice. Tracking the career development of a nursery nurse into a managerial role, this book: Clearly identifies and explains the managerial roles of team leader, senior supervisor, deputy and manager Focuses on the sudden change that takes place as you transcend from colleague to boss Offers advice on what is expected from you as you move into a managerial role provides case-studies that (...) challenge readers to develop their own views whilst learning about management theory gives Links to relevant Early Years management qualification frameworks and the NVQ and Btec National Diploma in the Early Years. Easy to use and apply, this is a must-have for students, assessors, nursery nurses with an interest in career development into management and anyone working within a early-years environment in a managerial role. (shrink)

Tracking the career development of a Nursery Nurse into a managerial role, this book: Clearly identifies and explains the managerial roles of team leader, senior supervisor, deputy and manager Focuses on the sudden change that takes place as you transcend from colleague to boss Offers advice on what is expected from you as you move into a managerial role Chris Ashman is Senior Manager at Bridgewater college, Somerset and has ten years experience teaching childcare and managing. He also writes course (...) content for the FE sector. Sandy Green is an Early Years Consultant and Trainer in south-west England. (shrink)