How unethical leadership shapes teachers’ behaviors and experiences at work

2021 ◽  
pp. 1-21
Author(s):  
Cecile Sam
Keyword(s):  
Unethical Leadership

Authentic and ethical leadership during a crisis

2020 ◽  
pp. 084047042097305
Author(s):  
David Keselman ◽  
Marcy Saxe-Braithwaite
Keyword(s):  
Patient Outcomes ◽  
Organizational Effectiveness ◽  
Ethical Leadership ◽  
Leadership Practices ◽  
Ethical Behaviour ◽  
Unethical Behaviour ◽  
Healthcare Environment ◽  
Healing Relationships ◽  
Unethical Leadership ◽  
Human Caring

In today’s climate and environment, the conventional relationship between caring, economic, and leadership practices may no longer meet the needs of patients, clinicians, providers, or systems. It is asserted that in the current complicated and complex healthcare environment challenged by a multitude of issues, a shift toward human caring values and an ethic of authentic healing relationships is required, especially in light of the current COVID-19 pandemic. The costs of unethical behaviour can be even greater for followers. When we assume the benefits of leadership, we also assume ethical burdens. It is the assertion and experience of the authors that the triangle of ethics and ethical behaviour, followers, and patient’s outcomes is closely interrelated and affects each other in a very intimate and direct way. Unethical leadership may lead to follower disappointment and distrust, leading to lack of interest and commitment, consequently negatively impacting patient outcomes and organizational effectiveness.

scholarly journals How the Influence of Unethical Leaders on Followers Is Affected by Their Implicit Followership Theories

2017 ◽  
Vol 24 (4) ◽  
pp. 450-465 ◽  
Author(s):  
Michael Knoll ◽  
Birgit Schyns ◽  
Lars-Eric Petersen
Keyword(s):  
Personnel Selection ◽  
Moral Disengagement ◽  
Control Variable ◽  
Experimental Studies ◽  
Unique Contribution ◽  
Behavioral Ethics ◽  
Cognitive Approach ◽  
Unethical Leadership ◽  
Implicit Followership Theories

Our research examines the role of followers in unethical leadership. Drawing on a social–cognitive approach to leadership and recent research in the field of behavioral ethics, we focus on how leader behavior and follower information processing interact to produce unethical outcomes. In two experimental studies simulating a personnel selection context, we examine to what extent individual implicit assumptions regarding the follower role (i.e., implicit followership theories, IFTs) relate to employees’ tendency to comply with leader unethical suggestions. In Study 1, controlling for possible alternative explanations such as personal need for structure, romance of leadership, and moral disengagement, we found that the IFT Good Citizen increased and the IFT Insubordination decreased followers’ tendencies to contribute to unethical leadership. In Study 2, we varied the leader’s unethical suggestions to further investigate the conditions under which these effects occur and included authoritarianism as an additional control variable. Overall, our findings suggest that IFTs make a unique contribution to our understanding of the role of followers in unethical leadership, and that this contribution depends on the way leaders frame their unethical request. Interaction effects suggest that follower characteristics need to be considered as they are embedded in specific situational settings rather than as isolated traits.

scholarly journals Putting the leader back into authentic leadership: Reconceptualising and rethinking leaders

2019 ◽  
Vol 45 (1) ◽  
pp. 114-133 ◽  
Author(s):  
Joseph A Crawford ◽  
Sarah Dawkins ◽  
Angela Martin ◽  
Gemma Lewis
Keyword(s):  
Leadership Development ◽  
Authentic Leadership ◽  
Jel Classification ◽  
Demographic Challenges ◽  
Moral Perspective ◽  
Cricket Ball ◽  
Conceptual Clarity ◽  
Unethical Decision Making ◽  
Unethical Leadership ◽  
Authentic Leadership Development

Increasingly poor and unethical decision-making on the part of leaders across the globe, such as the recent Australian Cricket Ball Tampering Scandal, pose a significant challenge for society and for organisations. Authentic leadership development is one strategy that has been positioned as an antidote to unethical leadership behaviours. However, despite growing interest in authentic leadership, the construct still embodies several criticisms including conceptual clarity; leader-centricity; bias towards the person, not the leader; philosophical ambiguity; and demographic challenges. Each of these criticisms will be explored in depth to inform a reconceptualisation of the authentic leader construct, comprising indicators of awareness, sincerity, balanced processing, positive moral perspective and informal influence. Importantly, this revised conceptualisation considers how researchers can conceptually distinguish between authentic leaders, followers and individuals. To conclude, we propose a research agenda for authentic leaders, encouraging the pursuit of further construct clarity, including the development of rigorous authentic leader behaviour measures, expanding the psychometric profile of the authentic leader construct, increasing the focus on authentic followers and enhancing leader development programmes.JEL Classification: M12

Authentic Leadership, Ethical Climate & Workplace Incivility: How Authentic Leadership Prevents Deviant Work Behavior-A Case from Pakistan

2019 ◽  
Vol 12 (1) ◽  
Author(s):  
Muhammad Azeem Qureshi ◽  
Masood Hassan
Keyword(s):  
Leadership Styles ◽  
Authentic Leadership ◽  
Ethical Climate ◽  
Positive Influence ◽  
Workplace Incivility ◽  
Work Behavior ◽  
Model Fit ◽  
Healthcare Sector ◽  
Unethical Leadership ◽  
The Impact

Inadequacies of seasoned leadership styles and unethical leadership practices have resulted in manynegative consequences for individuals and organizations. Authentic leadership is a character-drivenleadership model equipped with morality, integrity, and authenticity but little is known whetherauthentic leadership can impact workplace incivility-a deviant work behavior. Workplace incivility,with its deteriorating consequences, is a prevalent phenomenon in organization irrespective ofcountry origin or nature of the organization. Indeed, the research community has paid littleattention to this area. This study, drawing on Social Learning Theory and Leader-Member ExchangeTheory, attempts to fill this gap. This study also attempts to identify the mediating mechanismthrough which authentic leaders translate their positive influence. Based on data collected from 127respondents from the healthcare sector in Karachi, this study employs AMOS and PROCESS todetermine the goodness of model fit and to test proposed hypotheses respectively. Findings of thisresearch suggest that authentic leaders negatively influence workplace incivility. Ethical climatepartially mediates the impact of authentic leadership on workplace incivility. This study hassignificant theoretical implications. Keywords: Authentic leadership, ethical climate, workplace incivility

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