Ethical Leadership Behavior Scale

Abstract The study gathered evidence of validity based on the internal structure and relations with external variables of the Ethical Leadership Behavior Scale. The study participants were 405 workers of both sexes (64.7% female), aged 19-69 years (M = 35.7; SD = 10.9), who answered the Brazilian version of the scale and instruments to assess other constructs. The confirmatory factor analyses pointed to a final version of 35 items concentrated in a single factor, with an internal consistency index of 0.96. In the validity evidence in relation to external variables, the scale was positively and moderately correlated with work engagement, job satisfaction, and affective organizational commitment; weakly and positively with general mental health; and weakly and negatively with burnout. The future use of the scale in organizational research and diagnostics on ethical leadership behavior is recommended.

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Actions Speak Louder Than Words

Zeitschrift für Psychologie / Journal of Psychology ◽

10.1027/0044-3409/a000032 ◽

2010 ◽

Vol 218 (4) ◽

pp. 225-233 ◽

Cited By ~ 20

Author(s):

Carmen Tanner ◽

Adrian Brügger ◽

Susan van Schie ◽

Carmen Lebherz

Keyword(s):

Ethical Leadership ◽

Leadership Behavior ◽

Moral Leadership ◽

Ethical Values ◽

Affective Organizational Commitment ◽

Important Work ◽

Major Question ◽

Work Related ◽

Work Units ◽

Behavior Scale

Ethical scandals in business have led to calls for more ethical or moral leadership. Yet, we still know very little about what characterizes ethical leadership and what its positive consequences actually are. We argue that the major question is not about what leaders value, but rather whether their ethical values are regularly reflected in behavioral patterns across situations and situational challenges. To address this, we have begun to build the Ethical Leadership Behavior Scale, which is based on behaviors reflecting concrete manifestations of ethical values (e.g., fairness, respect) across occasions and situational barriers. A study with 592 employees of 110 work units in two departments provided a first test of this scale and demonstrated that the level of ethical leadership behavior predicts important work-related attitudes (job satisfaction, work engagement, affective organizational commitment) and outcomes (health complaints, emotional exhaustion, absenteeism).

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The Emergence and Maintenance of Ethical Leadership in Organizations

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000055 ◽

2012 ◽

Vol 11 (1) ◽

pp. 7-19 ◽

Cited By ~ 33

Author(s):

Silke Astrid Eisenbeiß ◽

Steffen R. Giessner

Keyword(s):

Cultural Values ◽

Ethical Leadership ◽

Leadership Behavior ◽

Peer Group ◽

Organizational Characteristics ◽

Future Research ◽

Environmental Complexity ◽

Group Influence ◽

Analysis Society ◽

Different Levels

The present paper gives a review of empirical research on ethical leadership and shows that still little is known known about the contextual antecedents of ethical leadership. To address this important issue, a conceptual framework is developed that analyzes the embeddedness of organizational ethical leadership. This framework identifies manifest and latent contextual factors on three different levels of analysis – society, industry, and organization – which can affect the development and maintenance of ethical leadership. In particular, propositions are offered about how (1) societal characteristics, notably the implementation and the spirit of human rights in a society and societal cultural values of responsibility, justice, humanity, and transparency; (2) industry characteristics such as environmental complexity, the content of the organizational mandate, and the interests of stakeholder networks; and (3) intra-organizational characteristics, including the organizational ethical infrastructure and the ethical leadership behavior of a leader’s peer group, influence the development and maintenance of ethical leadership in organizations. This list of factors is not exhaustive, but illustrates how the three levels may impact ethical leadership. Implications for managerial practice and future research are discussed.

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

Tourism and hospitality management ◽

10.20867/thm.17.1.11 ◽

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.

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Short-Form Service Leadership Behavior Scale--38

PsycTESTS Dataset ◽

10.1037/t81878-000 ◽

2019 ◽

Author(s):

Daniel T. L. Shek ◽

Diya Dou ◽

Lawrence K. Ma

Keyword(s):

Leadership Behavior ◽

Short Form ◽

Service Leadership ◽

Behavior Scale

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The Effect of Ethical Leadership Behavior on Ethical Climate, Turnover Intention, and Affective Commitment

Journal of Business Ethics ◽

10.1007/s10551-014-2196-6 ◽

2014 ◽

Vol 130 (1) ◽

pp. 59-67 ◽

Cited By ~ 121

Author(s):

Ozgur Demirtas ◽

A. Asuman Akdogan

Keyword(s):

Ethical Leadership ◽

Turnover Intention ◽

Ethical Climate ◽

Affective Commitment ◽

Leadership Behavior

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Ethical Leadership, Flourishing, and Extra-Role Behavior Among Nurses

SAGE Open Nursing ◽

10.1177/23779608211062669 ◽

2021 ◽

Vol 7 ◽

pp. 237796082110626

Author(s):

Heba E El-Gazar ◽

Mohamed A Zoromba

Keyword(s):

Regression Analysis ◽

Ethical Leadership ◽

Leadership Behavior ◽

Pearson Correlation ◽

Field Research ◽

Self Report ◽

Cross Sectional ◽

Role Behavior ◽

Nursing Managers ◽

The Relationship

Introduction The nursing literature is silent about the relationship between ethical leadership, nurses’ flourishing, and extra-role behavior. This study was carried out to contribute to the relevant field research. Objective The aim of the present study was to investigate the relationship between nurses’ perceptions of their nursing managers’ ethical leadership behavior, nurses’ flourishing, and their extra-role behavior. Methods This was a cross-sectional study involving 302 nurses from six hospitals in Damietta City, Egypt. Data were collected using the following three self-report scales: Ethical Leadership at Work questionnaire, Flourishing Scale, and extra-role behavior scale. The data were analyzed using descriptive statistical, Pearson correlation, regression analysis and the structure equation model. Results There was a significant positive relationship between nursing managers’ ethical leadership, nurses’ flourishing, and extra-role behavior. The regression analysis showed that the ethical leadership of nursing managers and nurses’ flourishing predict extra-role behavior. Conclusion Nurses with a high level of flourishing and who work with a manager exhibiting ethical leadership behavior are more likely to activate extra-role behavior. Hence, it is recommended that nursing managers embrace an ethical approach in their leadership practices and promote flourishing among nurses to encourage them to go the extra the mile in their jobs.

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