Putting Principles into Practice: Developing Ethical Leadership in Local Government

2007 ◽  
Vol 3 (3) ◽  
pp. 15-28 ◽  
Author(s):  
Paul Iles ◽  
Michael Macaulay
Keyword(s):  
Local Government ◽  
Ethical Leadership

scholarly journals The Philosophy Of Sunan Gunung Jati’s Petatah-Petitih: The Contributions To Kuwu Ethical Leadership In Cirebon Regency

2021 ◽  
Vol 19 (2) ◽  
pp. 383-397
Author(s):  
Subhan Subhan ◽  
Ahmad Sururi
Keyword(s):  
Local Government ◽  
Ethical Leadership ◽  
Phenomenological Study ◽  
Leadership Behaviors ◽  
Social Ethics ◽  
Research Problem ◽  
Social Philosophy ◽  
Material Object ◽  
Social Phenomena ◽  
Government Structure

This study is focused on the philosophy of Sunan Gunung Jati's petatah-petitih (proverb) and the contribution to the Kuwu (leaders at the local government structure/ village chief) ethical leadership in Cirebon Regency. The material object of this study covers the philosophy of petatah-petitih written by Sunan Gunung Jati while the formal object is social philosophy concerning the local culture. This phenomenological study aims to uncover the insight of Sunan Gunung Jati's philosophy and social phenomena that explain the research problem. This study seeks to examine three things: (1) what is the philosophy of Sunan Gunung Jati's petatah-petitih?, (2) how is the ethical leadership of Sunan Gunung Jati?, and (3) What are the contributions of the philosophy of petatah-petitih to Kuwu ethical leadership in Cirebon Regency?. The findings of this study underline the strong influence of Sunan Gunung Jati's petatah-petitih to the leaders at the local government structure in Cirebon Regency. The moral values in the Sunan Gunung Jati's leadership system are implied in the petatah-petitih and leadership behaviors. The values of the petatah-petitih encompass noble teachings that must be possessed by a leader. The values are broadly categorized into four groups, namely the teachings on faith and devotion, teachings on wisdom, teachings on discipline, and teachings on manner and politeness. These four teachings can be grouped into philosophical ethics in the form of theistic ethics, personal ethics, and social ethics.

scholarly journals Ethical Leadership, Ethical Climate and Integrity Violation: A Comparative Study in Saudi Arabia and Malaysia

2021 ◽  
Vol 11 (2) ◽  
pp. 43
Author(s):  
Manal Mohammed Hamoudah ◽  
Zaleha Othman ◽  
Rashidah Abdul Rahman ◽  
Nor Azila Mohd Noor ◽  
May Al-amoudi
Keyword(s):  
Saudi Arabia ◽  
Local Government ◽  
Comparative Study ◽  
Ethical Leadership ◽  
Comparative Studies ◽  
Ethical Climate ◽  
Local Authorities ◽  
Practical Development ◽  
The Relationship

The primary aim of this study is to investigate the relationship among the ethical leadership, ethical climate and integrity violation of the local government of two countries, Saudi Arabia and Malaysia. Past studies indicate that ethical leadership and ethical climate influenced the integrity of local government. However, studies were mostly conducted in Western countries. Given the lack of comparative studies in Muslim-oriented countries, we intend to fill the gap by building upon previous studies on the relationship between ethical leadership and ethical climate and integrity violation of the local government. The study used survey to collect data from local authorities in the two nations. PLS-SEM was used to analyze the survey data. The findings demonstrated that the relationship between ethical leadership and integrity violation is not significant for Malaysians. Thus, the study assumption is not supported. By contrast, Saudi showed a different result in the relationship between ethical leadership and integrity violation; the relationship between ethical leadership and integrity violation in Saudi is negatively significant. Hence, the assumption is supported for Saudi participants. In regard to the ethical climate, results reveal that for Malaysia and Saudi, ethical climate negatively and significantly influence integrity violation. Thus, the assumption for both countries is supported. The findings of this study are useful for the practical development of local authorities as the findings provide information for the local government to safeguard against integrity violation. The findings also contribute social implications by educating organizations toward the role of ethical climate in preventing integrity violation. In addition, the study contributes to the growing interest in comparative studies.

scholarly journals IMPLEMENTING THE C.O.S.T.A MUNICIPAL CHANGE MODEL (M-C-M)

2020 ◽  
Author(s):  
King Costa ◽  
Selina Siganga
Keyword(s):  
South Africa ◽  
Public Sector ◽  
Local Government ◽  
Service Delivery ◽  
Public Service ◽  
Ethical Leadership ◽  
Moral Authority ◽  
Leadership Culture ◽  
Development Indicators ◽  
The Government

Corruption, mismanagement and incompetence are perceived as a significant prevention to great administration in progressive local government. Many attempts have been developed by government to curb the scourge of this problem by establishment of a number of public sector organizations hinged upon precepts of the constitution, such as Chapter 9 institutions. Regardless of so many watch-dog organizations in South Africa, it is obvious that these instruments are lacking to forestall and control debasement, because of helpless administration rehearses, for example, shortcoming and "holes" in practice. Moreover, the government and public sector continually see exposition of lack of ethical leadership, ethical administration and ethical public service as a result. Apparent refusal to follow the statutory prescripts in the form of PFMA and MFMA demonstrate a plethora of unending meanders to total decay and maleficence.According to Naidoo (2010) Administration and service delivery failures by local government can generally be ascribed to :(1) Poor leadership(2) Unrealistic planning(3) Lack of proper community engagement (4) Trust deficit(5) Incompetent staff and managementIt is interesting that issues raised over a decade ago, which were already proving a predominant challenge to service delivery, are still a problem 10 years later and over 25 years of democratic rule in South Africa. In 2010, Naidoo's study collected data from households, which indicated that appointment of officials to office was inappropriate and irregular. This was further compounded by low skills levels and non-responsive employee capacity development suitable to the paradigm of local government. It is in this way contended there is progressively a requirement for moral authority and ethical leadership culture in the public service and local government. This article hence recommends the requirement for a framework that will put local government leadership and staff on a trajectory with sequential development indicators providing verification at each stage. The C.O.S.T.A. Framework is hereby proposed.

Recordkeeping in Local Government in Norway 1950–2000

2003 ◽  
Vol 3 (2) ◽  
pp. 203-210
Author(s):  
Gudmund Valderhaug
Keyword(s):  
Local Government

Ethische Führung – Gütekriterien einer deutschen Adaptation der Ethical Leadership Scale (ELS-D) von

2009 ◽  
Vol 53 (2) ◽  
pp. 57-69 ◽  
Author(s):  
Jens Rowold ◽  
Lars Borgmann ◽  
Kathrin Heinitz
Keyword(s):  
Ethical Leadership ◽  
Laissez Faire ◽  
Ethical Leadership Scale

Ziel des vorliegenden Beitrages ist, die Gütekriterien eines Instruments zur Erfassung von ethischer Führung zu überprüfen. Ausgangspunkt war die Übersetzung der Ethical Leadership Scale von Brown, Trevino und Harrison (2005) ins Deutsche (ELS-D). Anschließend wurde anhand dreier Stichproben (N1 = 100, N2 = 119, N3 = 507) die faktorielle Binnenstruktur des Instrumentes überprüft. Es ergaben sich zwei Faktoren (ethische Mitarbeiterführung und ethisches Rollenmodell). Es zeigten sich konvergente Validitäten zwischen den Skalen ethischer Führung und transformationaler, transaktionaler, mitarbeiter- und aufgabenorientierter Führung (positive Korrelationen) sowie Laissez-faire (negative Korrelation). Demgegenüber waren die Skalen ethischer Führung erwartungskonform überwiegend unabhängig vom Alter der geführten Mitarbeiter und vom Geschlecht der Führungskraft. Hohe Zusammenhänge zwischen ethischer Führung und der Arbeitszufriedenheit sowie dem Commitment der Mitarbeiter werden als Belege für die Konstruktvalidität gewertet. Die interne Konsistenz der ELS-D-Skalen war in allen drei empirischen Studien gut. Insgesamt steht mit der hier vorgestellten deutschen Adaptation der ELS ein ökonomisches Instrument mit ansprechenden Gütekriterien für den Einsatz bereit.

The Emergence and Maintenance of Ethical Leadership in Organizations

2012 ◽  
Vol 11 (1) ◽  
pp. 7-19 ◽  
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.

Supervisors' Use of Impression Management and Ethical Leadership

2011 ◽  
Author(s):  
K. Michele Kacmar ◽  
Dawn S. Carlson ◽  
Kenneth J. Harris
Keyword(s):  
Impression Management ◽  
Ethical Leadership
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