Ethics is a significant issue among those in leadership positions, especially since the ethical corporate scandals of the 1970s followed by corporate scandals in the 1980s and the S&L scandals of the 1980s and 1990s and most recently the global financial crisis of 2006–2009. The purpose of this research was to measure the perceived leadership integrity in today’s manufacturing environment, since the global financial crisis, as perceived by their employees. This study included 7,233 manufacturing employees (...) in the United States. A total of 66 surveys were used to calculate data for this study. The Perceived Leader Integrity Scale (PLIS) was used to collect data from respondents that included demographic questions. The research addressed the following question: To what degree are leaders in the manufacturing industry considered “low ethical,” “moderate ethical,” and “high ethical” on the PLIS? (shrink)

Ethics has been identified as a significant issue among those in leadership positions. The purpose of this research was to assess the ethics and integrity of leaders in today's manufacturing environment as perceived by their employees. This study included a total of 10 manufacturing companies in the United States. A total of 59 surveys were used to calculate data for this study. A demographic survey and the Perceived Leader Integrity Scale (PLIS) were used to collect (...) data from respondents. The research addressed the following question: To what degree are leaders in the manufacturing industry considered "low ethical," "moderate ethical," and "high ethical" on the PLIS? It was determined through descriptive data analysis that the majority of supervisors in this study, as rated by their employees were highly ethical. Male and female employees equally rated their supervisors as highly ethical. Employees in the age category (18-25) rated their supervisors higher ethically than other age groups in the study. However, considering ethnicity categories, African-Americans scored their supervisors lower ethically than the European-American category. The education level of the employees did not provide any significant findings in rating their supervisors. (shrink)

Although humility is a hallmark of many beloved and respected leaders, yet little is known about the impact of humble leadership on employee job performance. Drawing on social exchange theory and attribution theory, the current study suggests a moderated mediation model to elucidate how and when humble leadership encourages follower job performance. Analyses of multilevel, multisource data from 204 subordinates and 68 supervisors showed that humble leadership and employee job performance via supervisor–subordinate guanxi is moderated by (...) class='Hi'>perceived leader integrity, such that the indirect and positive relationship between humble leadership and employee job performance via supervisor–subordinate guanxi would be strengthened when perceived leader integrity is high rather than low. Theoretical and practical implications as well as limitations and future directions are discussed. (shrink)

Perceived integrity of managers affects employee attitudes. Yet its impact on employee behavior and organizational performance is unknown. Addressing this gap, we examine the effect of perceived integrity in leadership on both subjective firm performance and objective employee productivity. Applying dynamic capabilities theory, we propose that perceived integrity in leadership may not only directly affect the outcome variables but also moderate the effect of the firm’s multiple-strategy implementation on outcome variables. We test (...) the hypotheses using multiple informants from a transitional economy with an ineffective legal and incomplete institutional environment, which could seriously challenge the leader’s commitment to integrity. As hypothesized, perceived integrity is associated with manager’s perception of firm performance directly and objective employee productivity through its moderating role in the firm’s implementation process of dual strategies. The results illustrate that perceived integrity in leadership plays as an important driver for employee productivity in dual-strategy and non-strategy firms. We provide detailed discussions about the integrity challenge and call for additional future research on this topic. (shrink)

The ethical nature of transformational leadership has been hotly debated. This debate is demonstrated in the range of descriptors that have been used to label transformational leaders including narcissistic, manipulative, and self-centred, but also ethical, just and effective. Therefore, the purpose of the present research was to address this issue directly by assessing the statistical relationship between perceived leader integrity and transformational leadership using the Perceived Leader Integrity Scale (PLIS) and the Multi-Factor Leadership (...) Questionnaire (MLQ). In a national sample of 1354 managers a moderate to strong positive relationship was found between perceived integrity and the demonstration of transformational leadership behaviours. A similar relationship was found between perceived integrity and developmental exchange leadership. A systematic leniency bias was identified when respondents rated subordinates vis-à-vis peer ratings. In support of previous findings, perceived integrity was also found to correlate positively with leader and organisational effectiveness measures. (shrink)

This study investigates how lack of perceived organizational integrity by managers negatively affects bottom-up improvement-oriented behaviors at lower hierarchical levels. It is expected that expressions of tyrannical leadership by the manager, a self-serving type of leadership, will mediate the relation between POI and job improvement behaviors. Further, this study investigates the role of mimicry of manager behaviors and of other supervisor’s responses to understand how manager tyrannical leadership effect is carried through to the lowest level. (...) Our initial postulate is that non-mimicry provides complex social cues for employees. Following social information processing theory, we expect that incoherent cues increase the salience and negative effects of managers’ tyrannical leadership on job improvement. A three-level study was conducted following a questionnaire survey in a large public safety organization. Participants included 34 managers, 129 supervisors, and 620 employees. Results of multilevel analyses revealed that lack of perceived integrity and tyrannical leadership at the managerial level have far-reaching effects on job improvement at the lowest level. Further, it indicates that the supervisors’ responses at the intermediate level are important mechanisms to understand how the negative effects from the managerial level are transmitted to the employee level. (shrink)

Despite urgent calls for more research on the integration of business ethics and the meaning of work, to date, there have been few corresponding efforts, and we know surprisingly little about this relationship. In this study, we address this issue by examining when and for whom ethical leadership is more effective in promoting a sense of work meaningfulness among employees, and their subsequent work attitudes. Drawing on the contingency theories of leadership and work meaningfulness literature, we speculate that (...) both employees’ core self-evaluation and perceived organizational support moderate the relationship, but in different ways, and these associations carry over to employees’ subsequent work attitudes in terms of job satisfaction, organizational commitment and turnover intention. We test our hypotheses with two-wave survey data collected from 377 employees. Results indicate that ethical leadership is effective in eliciting work meaningfulness and attitudes for employees higher in CSE or when POS is lower, and ineffective for those lower in CSE or when POS is higher. A supplementary analysis reveals a three-way interaction between ethical leadership, CSE and POS in predicting a sense of work meaningfulness and subsequent work attitudes. Our research cautions that ethical leadership is not a universally positive practice; it can be ineffective or even have a negative impact under some circumstances. (shrink)

Nurse clinician‐scientists are increasingly expected to show leadership aimed at transforming healthcare. However, research on nurse clinician‐scientists' leadership (integrating researcher and practitioner roles) is scarce and hardly embedded in sociohistorical contexts. This study introduces leadership moments, that is, concrete events in practices that are perceived as acts of empowerment, in order to understand leadership in the daily work of newly appointed nurse clinician‐scientists. Following the learning history method we gathered data using multiple (qualitative) methods to (...) get close to their daily practices. A document analysis provided us with insight into the history of nursing science to illustrate how leadership moments in the everyday work of nurse clinician‐scientists in the “here and now” can be related to the particular histories from which they emerged. A qualitative analysis led to three acts of empowerment: (1) becoming visible, (2) building networks, and (3) getting wired in. These acts are illustrated with three series of events in which nurse clinician‐scientists' leadership becomes visible. This study contributes to a more socially embedded understanding of nursing leadership, enables us to get a grip on crucial leadership moments, and provides academic and practical starting points for strengthening nurse clinician‐scientists' leadership practices. Transformations in healthcare call for transformed notions of leadership. (shrink)

The topic of employee work engagement in the public sector has attracted broad attention because it is critical to the efficiency and effectiveness of public services. Based on the Job Characteristics Model and the Integrative Theory of Employee Engagement, the present research adopts a multilevel design to examine a moderated mediation model in which task characteristics and social context jointly impact employee work engagement via individual perception of meaningfulness in work. A total of 349 grassroots police officers from 35 police (...) substations were invited to anonymously complete a survey via mobile app. After performing the cross-sectional analysis, the results indicated that in contrast to task significance, the conditional effect of task autonomy on work engagement via perceived meaningfulness was more positive at a lower level of transformational leadership. Implications, limitations, and future research directions are discussed. (shrink)

Current literature on ethical leadership and unethical leadership reflects a Western-based private sector perspective, pointing toward a compliance-oriented understanding of ethical and unethical leadership. As today’s executives increasingly have to ethically lead across different cultures and sectors, it becomes vitally important to develop a more holistic picture how ethical and unethical leadership is perceived in the Western and Eastern cultural cluster and the private and the public/social sector. Addressing this issue, the present study aims to (...) identify cross-cultural and cross-sectoral commonalities and differences in international executives’ perceptions of ethical and unethical leadership. Findings from in-depth interviews (N = 36) with executives from Western and Eastern cultures working in the private or the public/social sector reveal collectively held perceptions of ethical leadership (including leader honesty, integrity, concern for responsibility/sustainability, and people orientation) and of unethical leadership (referring to leader dishonesty, corruption, egocentrism, and manipulation). Results indicate limited support for a compliance-oriented perspective on ethical and unethical leadership but yield a much greater trend toward a value-oriented perspective. Concrete practice examples illustrate these different perspectives. Cultural and sectoral particularities of executive perceptions of ethical and unethical leadership are discussed. (shrink)

The purpose of this research is to examine the influence of servant leadership on teachers of moral education degree programs in Pakistan. By utilizing social learning, we propose that servant leadership and perceived coworker support can reduce the knowledge hiding by enhancing the sense of organization-based psychological ownership. The findings of time-lagged and multi-source data indicate that servant leadership has a negative relationship with knowledge hiding. Our results also indicate that psychological ownership mediates the effects of (...) servant leadership on knowledge hiding. Moreover, a higher level of perceived coworker support enhances the sense of psychological ownership which helps to reduce knowledge hiding. This research extends strong support for the proposition that servant leaders who adopt an employee-centered management approach, stressing personal integrity and care for employees significantly affect employee attitudes and behaviors. Moreover, this study suggests that managers should demonstrate care toward their subordinates which helps them to reduce negative behaviors. (shrink)

The recent economic crisis as well as other disasters such as the oil spill in the Gulf of Mexico or the nuclear disaster in Japan has fanned calls for leaders who do not deny responsibility, hide information, and deceive others, but rather lead with authenticity and integrity. In this article, we empirically investigate the concept of authentic leadership. Specifically, we examine the antecedents and individual as well as group-level outcomes of authentic leadership in business (Study 1; n (...) = 306) as well as research organizations (Study 2; n = 105). Findings reveal leader self-knowledge and self-consistency as antecedents of authentic leadership and followers’ satisfaction with supervisor, organizational commitment, and extra-effort as well as perceived team effectiveness as outcomes. The relations between authentic leadership and followers’ work-related attitudes as well as perceived team effectiveness are mediated by perceived predictability of the leader, a particular facet of trust. We discuss the implications of our findings for theory and practice and provide suggestions for advancing theory and research on authentic leadership in the future. (shrink)

Scientific malpractice is not just due to researchers having bad intentions, but also due to a lack of education concerning research integrity practices. Besides the importance of institutionalised trainings on research integrity, research supervisors play an important role in translating what doctoral students learn during research integrity formal sessions. Supervision practices and role modelling influence directly and indirectly supervisees’ attitudes and behaviour toward responsible research. Research supervisors can not be left alone in this effort. Research institutions are (...) responsible for supporting supervisors in being more aware of their RI function, and in supporting responsible supervision practices to have a positive cascading effect on supervisees’ research practices. We interviewed 22 European research supervisors to investigate how they perceive their role as research integrity trainers and their real-life supervision practices. Moreover, we investigated their points of view concerning the role of research institutions in supporting supervision practices. Although there are different commonalities in supervisors’ perception of their research integrity-related role, differences are emphasised depending on the supervisors’ characteristics such as academic domain, seniority, working country and gender. In addition, supervisors’ way of mentoring depend also on supervisees’ learning curve. Overall, all supervisors agreed on institutions playing an important role in support their supervision effort and practices. This study aims to be a starting point for better understanding research integrity supervision practices and the role of institutions in supporting them. Moreover, it puts the basis to further investigate differences in supervision practices depending on supervisors’ characteristics. (shrink)

Purpose: We investigated the role of gender in abusive leadership practices, along with the effects of abusive leadership on employee health. We tested two hypotheses regarding the relationship between abusive leadership practices and subordinates’ health outcomes. Design: At two points of measurement, 663 participants in Germany rated their 158 direct team leaders on abusive supervision and stated their own levels of emotional exhaustion and somatic stress. To test our hypotheses, we used a mixed model approach. Findings: The (...) results show no gender differences between the ratings for female and male leaders regarding abusive supervision, but do confirm that the leaders’ gender did play a role in employees’ perceptions of abuse; perceived abusive supervision is more strongly related to increased emotional exhaustion and somatic stress when the leader is male. Limitations: The generalizability of the study is limited due to a majority of females in the sample. Practical implications: Organisations should review their policies and procedures to first identify abusive supervision, then to offer adequate support programs for both leaders and subordinates. Originality/value: The study integrates gender into research on leadership and health, shifting the focus from previous studies that investigated constructive to destructive leadership. A further strength of the study is the application of a multilevel design and two separate points of measurement. (shrink)

Ethical leadership is an important construct in the literature on behavioral ethics in organizations, given its link with employee attitudes and behaviors. What remains unclear, however, is what leader characteristics are associated directly with ethical leader perceptions and indirectly with employee unethical behavior. In this paper, we use a socio-cognitive lens to integrate goal orientation theory with the literature on ethical behavior in organizations. Specifically, we propose that certain patterns of managers’ goal-oriented behavior provide signals and cues to employees (...) about their managers’ ethical leadership, which then relates to employee displays of more unethical behavior. Using a sample of 265 manager–employee dyads, our findings largely support our claims. We found that leader performance-avoid goal orientation was negatively related to perceptions of ethical leadership and positively related to employee unethical behavior. Moderated mediation tests indicated that the positive indirect effect of leader performance-avoid goal orientation on employee unethical behavior through perceptions of ethical leadership was attenuated by higher levels of leader learning goal orientation. Taken together, these findings suggest that when leaders emphasize avoiding failure while downplaying the importance of personal learning and development, employees perceive them as less ethical and are more willing to engage in ethical misconduct. We discuss implications of our findings for both theory and practice. (shrink)

Managing grand challenges demands a relational leader who encourages collaboration, coordination, and trust with various stakeholders. Although leaders appear to play a critical role in addressing grand challenges, relatively little research exists about the factors that inform stakeholder perceptions of leaders during a grand challenge. To address this limitation, we integrate implicit leadership theory and gender role theory to consider stakeholders’ gender prescriptive expectations when evaluating leader effectiveness during the COVID-19 pandemic. We theorize that stakeholders advantage female leaders based (...) on mental schemas of what is required in a pandemic—relational leadership—and stakeholders’ prescriptive expectations of female leaders as more relational. Using a laboratory experiment, we find that female leaders are perceived as more relational, and hence, more effective than their male counterparts. Our findings advance scholars’ and practitioners’ understanding of strategic leadership, stakeholder management, and grand challenges. (shrink)

Despite the proliferation of research on ethical leadership, there remains a limited understanding of how specifically the assumingly moral component of this leadership style affects employee behavior. Taking an identity perspective, we integrate the ethical leadership literature with research on the dynamics of the moral self-concept to posit that ethical leadership will foster a sense of moral identity among employees, which then inspires followers to adopt more ethical actions, such as increased organization citizenship behavior. We further (...) argue that these identity effects should be more pronounced when leaders are perceived to be group prototypical, as their actions then speak louder to followers’ sense of identity. Two studies—a scenario experiment with 138 participants and a field study with 225 employees—provided support for our hypothesized moderated mediation model. Perceived ethical leadership positively affected OCB via followers’ moral identity but only under conditions of high perceived leader group prototypicality. We discuss how the identity pathway of ethical leadership can facilitate novel theorizing about moral transference. Our findings also suggest that, when hiring external ethical leaders or training internal managers, practitioners are well advised to consider that these individuals may only be effective in morally transforming followers when they are perceived as prototypical for the group. (shrink)

This paper argues that the self, as both the centre of our identity and the focus of our spiritual life, has not been given enough consideration with regard to the ethics of managers and leaders. Informed by models of self-realisation and the Jungian process of individuation, our discussion suggests that the way we perceive and interpret our self affects our moral behaviour. In particular, integrity of the self fully participates in enhancing servant leadership and consistent ethical practice. We (...) illustrate the argument with comments from various managers on the statement: ‘Being true to your self’. (shrink)

This paper argues that the self, as both the centre of our identity and the focus of our spiritual life, has not been given enough consideration with regard to the ethics of managers and leaders. Informed by models of self-realisation and the Jungian process of individuation, our discussion suggests that the way we perceive and interpret our self affects our moral behaviour. In particular, integrity of the self fully participates in enhancing servant leadership and consistent ethical practice. We (...) illustrate the argument with comments from various managers on the statement: ‘Being true to your self’. (shrink)

This research contributes to an improved understanding of authentic leadership at the work–life interface. We build on conservation of resources theory to develop a leader–follower crossover model of the impact of authentic leadership on followers’ job satisfaction through leaders’ and followers’ work–life balance. The model integrates authentic leadership and crossover literatures to suggest that followers perceive authentic leaders to better balance their professional and private lives, which in turn enables followers to achieve a positive work–life balance, and (...) ultimately makes them more satisfied in their jobs. Data from working adults collected in a correlational field study and an experimental study generally supported indirect effects linking authentic leadership to job satisfaction through work–life balance perceptions. However, both studies highlighted the relevance of followers’ own work–life balance as a mediator more so than the sequence of leaders’ and followers’ work–life balance. We discuss theoretical implications of these findings from a conservation of resources perspective, and emphasize how authentic leadership represents an organizational resource at the work–life interface. We also suggest practical implications of developing authentic leadership in organizations to promote employees’ well-being as well as avenues for future research. (shrink)

Background The wide proliferation of Covid-19 has impacted billions of people all over the world. This catastrophic pandemic outbreak and ostracism at work have posed challenges for all healthcare professionals, especially for nurses, and have led to a significant increase in the workload, several physical and mental problems, and a change in behavior that is more negative and counterproductive. Therefore, leadership behaviors that are moral in nature serve as a trigger and lessen the adverse workplace effects on nurses’ conduct. (...) Aim this research is directed to explore the impact of post-COVID-19 workplace ostracism on nurses’ counterproductive behavior and examine the role of moral leadership as a mediating factor in post-COVID-19 workplace ostracism and nurses’ counterproductive behavior. Ethical consideration Ethical review and approval Was received from Ethical Committee at the Faculty of Nursing, Alexandria University, Egypt. Methods A cross-sectional and correlation study was implemented in all units of medical, surgical, critical and intensive care units by using three tools; moral leadership questionnaire, Workplace Ostracism Instrument (WOS), and Counterproductive Work Behaviors Questionnaire (CWBs). A convenient sample of 340 from 699 bedside nurses was granted. Results This study revealed that nurses’ perceived moderate mean percent (55.49 ± 3.46) of overall workplace ostracism and counterproductive behavior (74.69 ± 6.15). However, they perceived a low mean percentage of moral leadership. There was a significant positive correlation between workplace ostracism and counterproductive behavior. Otherwise, a significant negative correlation was found between moral leadership, workplace ostracism and counterproductive behavior. Also, this study proved the mediating effect of moral leadership in decreasing workplace ostracism by 79.3% and counterproductive behavior by 36.7%. Conclusion Hospital administrators need to be aware of the significance of moral leadership and apply integrity in the clinical setting to reduce the drawback of isolation on nurses' conduct and increase value for the organization as a whole and nurses in particular. (shrink)

For the past five years at the Daniels College of Business at the University of Denver a community service or service learning component has been included in the Values in Action class (now Values-Based Leadership), a core MBA course that integrates ethics, law, and public policy perspectives on business issues. This paper summarizes the educational philosophy and the mechanics of this required component. Few empirical studies have been conducted to gauge the perceived value and impact of a service (...) learning requirement on students. Thus, several surveys were conducted to understand better the choices made by students as well as the impact of the requirement on students. Preliminary results reveal generally a positive effect on students, including some evidence that such a service learning requirement may influence students to make a greater lifetime commitment to community service. (shrink)

For over half a century there have been concerns about increases in the occurrence of academic misconduct by higher education students and this is now claimed to have reached crisis proportions (e.g. Mostrous & Kenber, 2016a ). This study explores the extent to which multi-national faculty judge the effectiveness of higher education institutions in dealing with such misconduct. A survey of multi-national higher education faculty was conducted to explore the perceived barriers to the implementation of academic integrity processes. (...) It asked faculty how likely some hypothetical scenarios of failures of such processes were to occur in the real world of higher education institutions. 63% of our participants perceived there to be institutional and/or faculty barriers to effectively dealing with academic misconduct. Mostly, they blamed the higher education model for this which, in the interests of mass education, has come to prioritise the need for institutions to focus more on their quantity of output as corporate business enterprises than on the integrity of their output as educators. In discussing participants’ comments, about the relationship of faculty to their employing institutions, Schein and Scheins’ ( 2016 ) theory of three levels of organisational culture was used. Participants’ comments suggested that, at the deepest level of organisational culture i.e. basic underlying taken-for-granted assumptions about beliefs and values, inadequate integrity measures have tended to become normalised. Despite the often considerable, efforts of the institutions, organisational barriers were noted which mitigate against faculty behaving professionally i.e. from doing a ‘good job’ in respect of student academic misconduct. Some blame was also placed on faculty. We argue that apparent institutional inability to effectively manage the integrity process, has potentially significant consequences for wider society. We discuss ways in which this situation might be improved including a recommendation that governments regulate this aspect of the corporate social responsibility of higher education institutions as they do other aspects, requiring that it be managed effectively. (shrink)

In this paper, we challenge the commonly held assumption that actors in the education sector are largely ethical, and that there is therefore little need to scrutinize leader behaviors in this sector. We also overcome past scholars’ tendencies to either focus selectively on positive leader behaviors, or to stay content with categorizing leader behaviors into effective and ineffective. Using data from three case studies previously conducted in eight British and French academic establishments, we show that not only do negative leader (...) behaviors abound in the education sector, but they can also be differentiated into three types: behaviors emanating from leaders’ lack of functional skills i.e., ineffective behaviors, behaviors emanating from leaders’ insouciance toward harming the organization and its members i.e., dysfunctional behaviors, and behaviors emanating from leaders’ lack of honesty, integrity, ethicality, and transparency i.e., unauthentic behaviors. We enrich current understanding on ineffective, dysfunctional, and unauthentic leader behaviors, and offer a unified framework of negative leader behaviors in the academic sector. Since each type of negative behavior emanates from different motivational drivers, different measures are required to curb them. These are also discussed. A comparison of our findings with those from leadership studies in other sectors reveals that negative leader behaviors in the education sector are quite similar to those in other sectors. (shrink)

The coronavirus disease 2019 pandemic has severely damaged the global industrial supply chain and accelerated the digital transformation of the global economy. In such rapidly changing environments, multinational corporations should encourage employees to be more innovative in various fields than ever before. With the onset of the COVID-19 pandemic, employees have become psychologically anxious, their working conditions have deteriorated, and they are in danger of losing their jobs. In this study, we aim to address the question of whether servant (...) class='Hi'>leadership facilitates the innovative behavior of employees working in emerging-market MNCs when servant leadership is adopted within the firms. In addition, we explore the mediating roles of work–life balance and psychological stability perceived by employees, and the moderating role of organizational climate in the relationship between servant leadership and MNC employees' innovative behavior. In doing so, we collected data from a sample of 307 Chinese employees who are employed by five different Chinese MNCs from the Internet, information technology, electronics, and e-commerce industries. Based on a sample of survey data collected from employees of Chinese MNCs, we empirically test these ideas by specifically examining how servant leadership may shape the innovation behavior of employees in these MNCs. The results suggest that servant leadership positively influences employees' innovative behavior, and that the contribution of servant leadership to employees' innovative behavior is mediated by work–life balance and psychological stability as well as moderated by the degree of organizational climate. Moreover, the different organizational climates of these MNC employees are also expected to significantly shape the relationship between servant leadership and employees' innovative behavior. This study enriches our understanding of the importance of servant leadership in driving the innovative behaviors of employees in emerging-market MNCs and provides new insights into the mechanisms through which emerging-market MNCs can motivate their employees to be more innovative in their jobs. Thus, this study contributes to the research on human resource management by offering important implications vis-à-vis how MNCs manage their employees more effectively in addressing and responding to the dramatically changing global landscape in the post COVID-19 era. (shrink)

Relationships between the behavioral integrity of managers as perceived by employees and employee attitudes (job satisfaction and life satisfaction), well-being (stress and health), and behaviors (absenteeism) were tested using data from the 2002 National Study of the Changing Workforce (n = 2,820). Using multivariate and univariate analysis, perceived behavioral integrity (PBI) was positively related to job and life satisfaction and negatively related to stress, poor health, and absenteeism. The effect size for the relationship with job satisfaction (...) was medium-to-large while the effect sizes with respect to the other variables were small-to-medium. There was no support for the hypotheses that women would perceive lower levels of behavioral integrity and that the strength of the relationships between PBI and the outcomes variables would be stronger among women than among men. (shrink)

Over the last decade, the increased use of work teams within organizations has been one of the most influential and far-reaching trends to shape the business world. At the same time, corporations have continued to struggle with increased unethical employee behavior. Very little research has been conducted that specifically examines the developmental aspects of employee ethical decision-making in a team environment. This study examines the impact of a team leader’s perceived integrity on his or her subordinates’ behavior. The (...) results, which came from a survey of 245 MBA students functioning for 2 years in a work team environment, indicate an interaction between leader integrity and team member ethical intentions. (shrink)

Perceived behavioral integrity involves the employee’s perception of the alignment of the manager’s words and deeds. This meta-analysis examined the relationship between perceived behavioral integrity of managers and the employee attitudes of job satisfaction, organizational commitment, satisfaction with the leader and affect toward the organization. Results indicate a strong positive relationship overall (average r = 0.48, p<0.01). With only 12 studies included, exploration of moderators was limited, but preliminary analysis suggested that the gender of the employees (...) and the number of levels between the employee and the manager are potential moderators of the relationship. In the current sample of studies, country where the research was conducted did not seem to have any moderating effects. In addition to suggesting further investigation of potential moderators, we call for research that examines the relationship between behavioral integrity and outcomes that include individual behavior and organizational performance. (shrink)

Building on research and measures on solitude, ethical leadership theories, and decision making literatures, we propose a conceptual model to better understand processes enabling ethical leadership neglected in the literature. The role of solitude as antecedent is explored in this model, whereby its selective utilization focuses inner directionality toward growing authentic executive awareness as a moral person and a moral manager and allows an integration between inner and outer directionality toward ethical leadership and resulting decision-making processes that (...) will have an impact on others’ perceptions of leader authentic ethical leadership. Thus it is proposed that utilization of solitude positively predicts executive-level authentic ethical leadership action and in turn, ethical decision making perceived fairness and integrity. We also propose two moderators, strengthening the hypothesized (positive) association between solitude and ethical leadership; these are the executive’s ability for moral reasoning and a motivation for socialized (as opposed to personalized) power. (shrink)

This study explored the relationship between the integrity of the supervisor and the manager and the creativity of employees who are below the supervisor. Drawing on social learning theory, we proposed a moderated mediation model for the trickle-down effects of perceived supervisor integrity. Using a sample of 716 employees and their supervisors, we found positive associations between both managers’ and supervisors’ integrity and employee creativity. Supervisors’ integrity partially mediates the relationship between managers’ integrity and (...) employee creativity. In addition, supervisors’ perceptions of professional ethical standards moderate the indirect effects of the managers’ integrity on employee creativity. Theoretical and managerial implications are discussed. (shrink)

Research on unethical leadership has predominantly focused on interpersonal and high-intensity forms of harmful leader behavior such as abusive supervision. Other forms of harmful leader behavior such as excessively pressuring subordinates or acting in self-centered ways have received less attention, despite being harmful and potentially occurring more frequently. We propose a model of four types of harmful leader behavior varying in intensity and orientation : Intimidation, Lack of Care, Self-Centeredness, and Excessive Pressure for Results. We map out how these (...) relate to other constructs in the unethical leader behavior field in order to integrate the existing work on how leaders can cause harm to followers. Next, in five studies, we develop and test a new survey instrument measuring the four proposed types of perceived HLB. We provide initial validity evidence for this new measure, establish its psychometric properties, and examine its nomological network by linking the four types of HLB to related leadership constructs and soft and hard outcome correlates at the individual and team level. We find that HLB is negatively related to constructive forms of leadership and positively to unethical ones. HLB is also related in the expected direction to job satisfaction, engagement, psychological safety, knowledge sharing, knowledge hiding, deviance, and objectively recorded team-level stress-related absenteeism. (shrink)

A two stage model was developed and tested to explain how ethical leadership relates to followers’ ethical judgment in an organizational context. Drawing on social learning theory, ethical leadership was hypothesized to promote followers’ self-leadership focused on ethics. It was found that followers’ perceived accountability fully accounts for this relationship. In stage two, the relationship between self-leadership focused on ethics and moral judgment in a dual decision-making system was described and tested. Self-leadership focused on (...) ethics was only related to moral judgment when followers use active judgment as opposed to their intuition. This provides support that a deliberate application of self-leadership focused on ethics leads to higher moral judgment. Theoretical and practical implications as well as future research opportunities are discussed. (shrink)

Ethical leadership has so far mainly been featured in the organizational behavior domain and, as such, treated as an intra-organizational phenomenon. The present study seeks to highlight the relevance of ethical leadership for extra-organizational phenomena by combining the organizational behavior perspective on ethical leadership with a classical marketing approach. In particular, we demonstrate that customers may use perceived ethical leadership cues as additional reference points when forming purchasing intentions. In two experimental studies, we find that (...) ethical leadership positively affects purchasing intentions because of customers’ concerns for moral self-congruence. We show this by means of both mediation and moderation analyses. Interestingly, the effect of perceived ethical leadership on purchasing intentions holds over and above the ethical advertising claims that are commonly used in marketing. We conclude by discussing the possible ramifications of ethical leadership beyond its effects on immediate employees. (shrink)

This article aims to develop an integral framework for analyzing and capturing diverse forms of value compasses of leaders in organizations. Building on the concept of "career anchors" (Schein, Career anchors: discovering your real values, Jossey-Bass Pfeiffer, San Francisco, 1990), the concept of "spiritual anchors" is introduced, patterns of deeply held spiritual motives, values and attitudes that provide direction, meaning, wholeness, and connectedness to a person's life or work. Based on qualitative interviews conducted with 32 managers in Turkey, a taxonomy (...) of spiritual anchors is developed, each of which can be thought of as the spiritual DNA of a person or a fractal of that person's holistic value system. Each of the spiritual anchors refers to a unique way of perceiving and practicing spirituality. The article introduces nine spiritual anchors as the underlying basis of leadership values and team roles in organizations: perfection, compassion, passion, inspiration, investigation, dedication, appreciation, determination, and cooperation. The model based on spiritual anchors is a multidimensional and holistic model of leadership values and individual differences, and it provides professionals and managers with "a big picture" of spirituality, values, and leadership dimensions in organizations. (shrink)

While training design choices seem amoral, they interact to determine training (in)effectiveness, potentially harming/benefiting trainees and organizations. These moral implications intensify when training is administered at scale (e.g., e-training) and focuses on social issues like sexual harassment (hereafter, SH). In fact, research on SH training shows it can elicit trainees’ gender-based biases against content messengers. We suggest that one such bias, resulting from messenger gender-occupation incongruence and influencing training effectiveness, is lowered perceptions of the messenger’s integrity. We also investigate (...) whether rich media will increase or decrease this perceived integrity penalty. Using an excerpt from real SH e-training and a sample [_N_ = _210_] consistent with the targeted training audience, we conducted a 2 × 2 × 2 relative comparison experiment (messenger gender x messenger occupation x media richness) and tested a moderated mediation model of the interactive effects of messenger gender-occupation incongruence and media richness on trainees’ perceptions of messenger integrity and training outcomes. Results suggest that trainees’ perceptions of messenger integrity decrease when the messenger’s gender is incongruent with their occupation, leading to worse outcomes in text-based training. These effects, however, are mitigated by increased media richness, providing support for media richness theory. Implications for researchers and practitioners are discussed. (shrink)

The book of Nehemiah provides a remarkable example of transformation leader motivated by, and acting for, God's ends: God's glory and the good of those served. It also provides an example of the use of godly means: the pursuit of spirituality in leadership, integrity and visioner focus upon achieving desirable results. The Transformational leaders in organization and communication is very important. The formulation of the problems that the author raises in this scientific paper are: First, is the character (...) of Nehemia the most dominant character modeled by the contemporary leaders? Second, which background category most dominantly determines the transformational leadership based on the book of Nehemiah for the contemporary leaders. The writer uses a quantitative descriptive method with a correlational survey type explanation method. From the results of the data analysis: First: “The transformational leadership based on the book of Nehemiah for the contemporary leaders are in the sufficient category” in this research is proven. Second, “The dimension of Spirituality as the character of Nehemiah who is most dominant in the role modeled by the transformational leadership based on the Book of Nehemiah” is proven to be true. (shrink)

The literatures on both authentic leadership and behavioral integrity have argued that leader integrity drives follower performance. Yet, despite overlap in conceptualization and mechanisms, no research has investigated how authentic leadership and behavioral integrity relate to one another in driving follower performance. In this study, we propose and test the notion that authentic leadership behavior is an antecedent to perceptions of leader behavioral integrity, which in turn affects follower affective organizational commitment and follower (...) work role performance. Analysis of a survey of 49 teams in the service industry supports the proposition that authentic leadership is related to follower affective organizational commitment, fully mediated through leader behavioral integrity. Next, we found that authentic leadership and leader behavioral integrity are related to follower work role performance, fully mediated through follower affective organizational commitment. These relationships hold when controlling for ethical organizational culture. (shrink)

The relationship between entrepreneurship and ethics has largely been characterized as antithetical. In this article we develop a conceptual model integrating pragmatism, a philosophical approach that emphasizes experimentation and action characteristic of entrepreneurial leadership, with ethics to suggest that the two are not incompatible and that sustaining entrepreneurial leadership for value creation necessitates ethical action to build legitimacy. Case studies from the United States and India highlight the necessity of infusing pragmatism with ethics for sustainable entrepreneurial leadership.

This paper approaches the question of corporate integrity and leadership from a civic perspective, which means that corporations are seen as members of civil society, corporate members are seen as citizens, and corporate decisions are guided by civic norms. Corporate integrity, from this perspective, requires that the communication patterns that constitute interpersonal relationships at work exhibit the civic norm of reciprocity and acknowledge the need for security and the right to participate. Since leaders are members of corporate (...) relationships, their integrity will be determined by the integrity of these interpersonal relationships, and by their efforts to improve them. (shrink)

The aim of this Web-based survey of 15 German companies with an international profile was to identify which higher-level values serve as a basis for a company culture that promotes integrity and can thereby also be used to promote crime prevention. Results on about 2000 managers in German parent companies and almost 600 managers in Central and North European branch offices show that a major preventive role can be assigned to a company culture that promotes integrity. This requires (...) a ‘tone from the top’, ‘ethical leadership’ from the direct superior, and a general set of values that can be encouraged through training courses. Moreover, employees have to perceive these values as promoting their careers. The survey reveals that the companies in this study have basically succeeded in establishing their system of values in their Central and North European as well as their Asian branch offices. Moreover, it shows that the main values preventing crime on the management level are trustworthiness and consistency. Open communication is an important value on all levels of a company, and this is supplemented by transparency, compliance with the rules, and a rejection of behaving in one’s own interest. It is concluded that in spite of regional differences, major international companies can possibly make an important contribution to bringing about cultural change in regions with an affinity for corruption by implementing a culture that promotes integrity in both their company and their daily business. (shrink)

Employee resilience is of great significance for organizations to resist pressures, overcome crises, and achieve sustainable development. However, existing research has largely failed to explore its situational triggers. Drawing on social information processing theory and social exchange theory, a cross-level study was conducted to theorize the underlying mechanisms through which authentic leadership facilitates employee resilience. Based on a two-wave time-lagged design, the data were obtained from 85 team leaders and 417 employees in China. The results of the cross-level model (...) showed that authentic leadership was positively related to employee resilience. Perceived insider status and error management climate both played a partial mediating role in linking authentic leadership and employee resilience. Error management climate positively moderated the relationship between perceived insider status and employee resilience. This paper not only contributes to revealing the cross-level effect of authentic leadership on employee resilience but also provides some managerial practices. (shrink)

Across career development and academic advising literature, scholars describe a common and unsettling tension between when to challenge and support students’ goals. Many programs of study include selective admission or gateway prerequisite courses. Students may also need to modify their goals while pursuing competitive employment or graduate school programs. As career professionals and academic advisors begin to perceive that students may not be able to achieve their aspirations, they may discuss different pathways and alternative careers. Some academic advisors use predictive (...) analytics to identify students who may not progress within their chosen degree program, which further compounds the ethical dilemma. If practitioners do not engage in ethical inquiry and deliver feedback carefully, some students could experience distress or pivot away from their goals unnecessarily. As they discuss career alternatives, practitioners can consider the integrated literature review included in this article. Practitioners can use scholars’ different frameworks and thematic recommendations to bring equity and ethical integrity to their career conversations. (shrink)

Background Moral resilience is the integrity and emotional strength to remain buoyant and achieve moral growth amid distressing situations. Evidence is still emerging on how to best cultivate moral resilience. Few studies have examined the predictive relationship of workplace well-being and of organizational factors with moral resilience. Research aims The aims are to examine associations of workplace well-being (i.e., compassion satisfaction, burnout, and secondary traumatic stress) and moral resilience, and to examine associations of workplace factors (i.e., authentic leadership (...) and perceived congruence of organizational mission and behaviors) and moral resilience. Research design This study uses a cross-sectional design. Participants and research context: Nurses practicing in a hospital in the United States were surveyed using validated instruments (N = 147). Individual factors were measured using demographics and the Professional Quality of Life Scale. Organizational factors were measured using the Authentic Leadership Questionnaire and a single item measuring organizational mission/behavior congruence. Moral resilience was measured using the Rushton Moral Resilience Scale. Ethical considerations The study was approved by an institutional review board. Findings Resilience was noted to have significant small correlations with burnout, secondary traumatic stress, compassion satisfaction, and organizational mission/behavior congruence. Burnout and secondary traumatic stress predicted less resilience, whereas compassion satisfaction and perceived congruence between organizational mission and behaviors predicted higher resilience. Discussion Burnout and secondary traumatic stress, increasingly experienced by nurses and other health professionals, have negative effects on moral resilience. Compassion satisfaction can increase resilience, which is especially important in nursing. Organizational practices promoting integrity and confidence can have positive effects on resilience. Conclusions Continued work to confront workplace well-being issues, especially burnout, is needed as a way of increasing moral resilience. Studies of organizational and work environment factors to bolster resilience are likewise needed to assist organizational leaders in devising the best strategies. (shrink)

Scholars have long debated whether leader's integrity affects managerial decision making with respect to social responsibility. In this paper, we propose a model in which transformational leadership mediates integrity and corporate social responsibility and examine the relationship between these concepts. A survey of 170 senior managers from 50 organizations was conducted. Results indicate that integrity is a predictor of transformational leadership behavior and that transformational leaders’ behaviors are linked to CSR practices. It was also found (...) that leaders rated with higher integrity are engaged in CSR because they exhibit more transformational leadership behaviors. These findings add to the extant literature by demonstrating that integrity is important as transformational leaders engage more actively on ‘responsible’ behaviors. Practical implications call for an understanding among corporate leaders of the benefits of integrity and how it relates to transformational leadership. Organizations can improve their selection and leadership development processes by focusing on these two dimensions. (shrink)

What do corporations look like when they have integrity, and how can we move more companies in that direction? Corporate Integrity offers a timely, comprehensive framework- and practical business lessons - bringing together questions of organizational design, communication practices, working relationships, and leadership styles to answer this question. Marvin T. Brown explores the five key challenges facing modern businesses as they try to respond ethically to cultural, interpersonal, organizational, civic and environmental challenges. He demonstrates that if corporations (...) are to meet the needs of civil society, they must facilitate inclusive communication patterns based on mutual recognition and civic cooperation. Corporate Integrity is essential reading for professionals in organizational ethics, business leaders, and graduate students looking for practical and reflective insights into doing business with integrity and purpose. (shrink)

This paper addresses the role of integrity in global leadership. It reviews the philosophy of ethics and suggests that both contractarianism and pluralism are particularly helpful in understanding ethics from a global leadership perspective. It also reviews the challenges to integrity that come through interactions that are both external and internal to the company. Finally, the paper provides helpful suggestions on how global leaders can define appropriate ethical standards for themselves and their organizations.

This article aims to give a full definition of servant leadership and shepherd leadership by comparing and contrasting the two texts of Jeremiah 23 and John 10. The notion of 'shepherd' or 'shepherding' is analysed and brought into the current debate on servant leadership. The shepherd metaphor used in the two passages is contextualised to the South African pastoral leadership situation, especially with regard to pastoral integrity. The status of pastoral leadership in the South (...) African church community is highlighted as a challenge to be considered from the perspective of servant leadership proposed in Matthew 20:16. The presenter would like to conscientise the Christian community that integrity in the areas of caring, feeding and protecting the flock should be a driving force towards pastoral integrity. The exegetical findings of the shepherd model are applied to the pastoral leadership integrity. An appeal is made to the ecclesiastical community to return to the fundamentals of leadership by embracing servant leadership as an ensuing model for pastoral leadership integrity. The article contributes towards the knowledge of the definition, role and understanding of pastoral leadership defined through servant and shepherd leadership concepts. Its academic value lies in the fields of church leaderships, ethics and biblical teachings. (shrink)

Business Ethics: A European Review, EarlyView.

Nearly all students believe academic cheating is wrong, yet few students say they would report witnessed acts of cheating. To explain this apparent tension, the present research examined college students’ reasoning about whether to report plagiarism or other forms of cheating. Study 1 examined students’ conflicts when deciding whether to report cheating. Most students gave reasons against reporting a peer (e.g., social and physical consequences, a lack of responsibility to report) as well as reasons in favor of reporting (e.g., concerns (...) about welfare, justice, and fairness). Study 2 provided experimental confirmation that the contextual factors referenced by Study 1 participants in fact influenced decisions about whether to report cheating. Overall, the findings indicate that students often decide against reporting peers’ acts of cheating, though not due to a lack of concern about integrity. Rather, students may refrain from reporting because of conflicting concerns, lack of information about school policy, and perceived better alternatives to reporting. (shrink)