scholarly journals Supervisor-Subordinate (Dis)agreement on Ethical Leadership: An Investigation of its Antecedents and Relationship to Organizational Deviance

2018 ◽  
Vol 29 (1) ◽  
pp. 25-53 ◽  
Author(s):  
Maribeth Kuenzi ◽  
Michael E. Brown ◽  
David M. Mayer ◽  
Manuela Priesemuth
Keyword(s):  
Social Influence ◽  
Ethical Leadership ◽  
Polynomial Regression ◽  
Organizational Deviance ◽  
Unit Level ◽  
Better Than ◽  
Ethical Leaders

ABSTRACT:We examine supervisor-subordinate (dis)agreement regarding perceptions of the supervisor’s ethical leadership and its relationship to organizational deviance. We find that, on average, supervisors rate themselves more favorably on ethical leadership compared to how followers rate them. In addition, polynomial regression results reveal that unit-level organizational deviance is higher when there is agreement about lower levels of ethical leadership, and disagreement when supervisors rate themselves higher on ethical leadership than subordinates’ ratings of the supervisors. Finally, drawing on social influence theories, we look at antecedents of (dis)agreement and find that supervisors’ beliefs about themselves (that they were “better-than-average” ethical leaders) and others (their assumptions about whether the morality of their subordinates is malleable or not) are associated with self-other (dis)agreement on ethical leadership.

scholarly journals Voice More and Stay Longer: How Ethical Leaders Influence Employee Voice and Exit Intentions

2016 ◽  
Vol 26 (3) ◽  
pp. 277-300 ◽  
Author(s):  
Long W. Lam ◽  
Raymond Loi ◽  
Ka Wai Chan ◽  
Yan Liu
Keyword(s):  
Field Study ◽  
Work Engagement ◽  
Ethical Leadership ◽  
Cognitive Engagement ◽  
Leadership Theory ◽  
Employee Voice ◽  
Job Engagement ◽  
Relationship Of ◽  
The Relationship ◽  
Ethical Leaders

ABSTRACT:Given the importance of voice in ethical leadership theory, we analyze the relationship of ethical leadership to employee voice and the relationship of voice to exit intentions. Building on the theory of work engagement, we further hypothesize that cognitive engagement mediates these proposed relationships. To test these propositions, we conduct a field study to relate ethical leadership of supervisors, measured at time 1, to employees’ cognitive job engagement, measured at time 2. The analyses show that the relationship between these variables can account for supervisory ethical leadership’s association with employee voice and exit intentions. In a supplementary study using a different sample, we find that supervisory ethical leadership is related to exit intentions through voice. We discuss how these findings contribute to the literature on ethical leadership, employee voice, and exit.

scholarly journals THE ROLE OF ETHICAL LEADERSHIP AND WHISTLEBLOWING INTENTIONS: MEDIATING APPARATUS OF MORAL IDENTITY

2021 ◽  
pp. 20-32
Keyword(s):  
Ethical Leadership ◽  
Moral Identity ◽  
Future Research ◽  
Cross Sectional ◽  
Working Environments ◽  
Research Article ◽  
Unethical Practices ◽  
Regression Test ◽  
Ethical Leaders

Separation of strategic approaches and morals prompted various business outrages and untrustworthy practices in working environments. This encouraged researchers and practice holders to examine significance of ethical quality at work environment. In particular, the job that moral chiefs play in advancing positive representative practices is urgent. This examination article has featured the part of moral innovators in molding whistleblowing goals of their subordinates. Alongside, this exploration article has likewise researched the part of good character. An aggregate of four speculations, analyzing the immediate impact of moral initiative on moral personality and whistleblowing expectations and meditational job of good character were proposed. This exploration article embraced a period slacked research article plan and gathered data from representative friend dyads at three focuses on schedule. Number of respondents was 214; Cross-sectional technique was used for data collection. Respondents were selected from different services organizations from Multan. Data was analysed on SPSS and AMOS. Results were obtained by applying reliability test, ANOVA, Correlation test, and regression test by using PROCESS Macro. Results gained verified that the role of ethical leaders in shaping moral identity of employees as well as their whistleblowing intentions. The findings suggest that employees working under ethical leaders are inclined to stand up against malevolent and unethical practices taking place at their workplace. Thus, organizations must hire leaders with higher ethical inclinations and also train the existing leaders about importance of ethics. Moreover, this research article has highlighted multiple avenues for future research.

The Aggregation of Marginal Gains

2011 ◽  
Vol 93 (7) ◽  
pp. 236-237 ◽  
Author(s):  
Mike Parker
Keyword(s):  
Colorectal Cancer ◽  
Great Britain ◽  
Mortality Rates ◽  
Cancer Surgery ◽  
Colorectal Cancer Surgery ◽  
Unit Level ◽  
First Time ◽  
Better Than

In April 2011, a major paper in Gut analysed data from the National Cancer Intelligence Network (NCIN) and was able to provide for the first time risk-adjusted unit-level mortality rates for colorectal cancer surgery. This breakthrough study identified several outlying units – one of which (The Shrewsbury and Telford Hospital NHS Trust) was found to be doing significantly better than expected. Mike Parker, President of the Association of Coloproctology of Great Britain and Ireland, visited the trust to try to learn the secrets of their success.

Can ethical leaders drive employees’ CSR engagement?

2019 ◽  
Vol 16 (5) ◽  
pp. 655-669 ◽  
Author(s):  
Mehran Nejati ◽  
Yashar Salamzadeh ◽  
Cheng Kong Loke
Keyword(s):  
Ethical Leadership ◽  
Working Environment ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type ◽  
Proposed Model ◽  
Person Organization Fit ◽  
Csr Engagement ◽  
Ethical Leaders

Purpose The association between ethical leadership and employees’ ethical behaviors is well-established. But can ethical leadership go beyond this and drive employees’ corporate social responsibility (CSR) engagement? The purpose of this study is to examine the association between ethical leadership and employees’ perception of their engagement in CSR activities while exploring the mediating role of person–organization fit. Design/methodology/approach Using a quantitative research design, data were collected via self-administered questionnaires from 142 employees of multi-national companies in Malaysia. This study used partial-least squares structural equation modeling to test and validate the research model and hypotheses posited. Findings The results reveal that ethical leadership has a positive impact on employees’ CSR engagement, mediated through person–organization fit. Moreover, analyses were carried out to assess the predictive performance of the proposed model. Our results confirmed the predictive capability of the proposed model. Research limitations/implications This study has provided a better understanding of employees’ CSR engagement, which is a crucial factor for effectiveness of CSR implementation in any organization. Finding evidence on the positive role of ethical leadership in driving employees’ CSR engagement extends both the leadership and CSR literature and offers new avenues for future research studies. Practical implications This study has shown that ethical leadership can stimulate employees’ CSR engagement through creating a better person–organization fit. This understanding can help managers in finding ways for more effective involvement of employees in a company’s CSR activities and creating a better working environment. Social implications Organizations can find better ways to involve employees in CSR activities through having ethical leaders who lead by example and champion social causes. Although ethical leadership will benefit society, it will also help employees experience a better fit between their values and those of the organization. Originality/value Despite extensive research on CSR, its drivers and outcomes, there is still limited knowledge on the role of leaders in driving employees’ CSR engagement. Findings from an emerging economy (i.e. Malaysia) will offer fresh insights into the growing CSR and leadership literature.

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