Comparative suitability for promotion: ethical transgressions, culture and a third dimension of appraisal

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shelley Morrisette ◽  
William Oberman ◽  
Irma Hunt
Keyword(s):  
General Population ◽  
Ethical Leadership ◽  
Ethical Behavior ◽  
Publishing Industry ◽  
Content Type ◽  
Organizational Rewards ◽  
Near Term ◽  
Third Dimension ◽  
The Relationship ◽  
Practical Implications

Purpose This paper looks at the relationship between judgments of ethical behavior and organizational promotion prospects. The purpose of this study is to examine if an independent dimension of ethical performance should be recognized. When managers and others in organizations compare candidates for promotion or other organization rewards, what role is played by information about the candidates’ previous ethical behavior? Are all prior ethical transgressions perceived in the same light or do some types carry more weight for organizational rewards? And, how do organizational values effect these evaluations? Design/methodology/approach A questionnaire was developed which asked respondents to rank a set of six candidates for a promotion. All candidates were said to be qualified for the promotion, but each was described differently in terms of past ethical transgressions. While information about a candidate’s prior ethical behavior is expected to be impactful for promotion consideration in the general population as well as among members of religious-oriented businesses, types of ethical transgressions may be weighted differently by the two groups. The survey was administered to a sample of 204 employees of business organizations at all levels obtained through a survey research firm, as well as a sample of 52 employees of organizations in the Christian publishing industry. Nonparametric statistics were used to analyze the results. A comparison was made between the respondents sourced through the research firm, seen as representing the general population, and those from the Christian-oriented group. Findings Ethical transgressions were weighted differently by each group. And some transgressions were deemed more unethical than others. Overall, our work suggests that ethical transgressions can matter with regard to promotability. Differences between the groups of respondents from the general population and the group representing Christian-based firms are discussed. Practical implications This paper focused on the selection for promotion of six candidates, ranked by two groups. As expected, the ethical transgressions were weighted differently by each group. And some transgressions were deemed more unethical than others. Overall, this work suggests that ethical transgressions can matter with regard to promotability. This research contributes to practical implications within organizations. Originality/value Only a few studies have looked directly at the relationship between judgments of ethical behavior and organizational promotion prospects. These have focused on ethical leaders rather than rank and file employees. In a study of ethical leadership and promotability, Rubin et al. (2010) found that managers rated high on ethical leadership by their subordinates are more likely to be viewed by senior managers as eventually promotable to senior leadership than those who were not – although they were no more likely to receive a promotion in the near term.

Ethical leadership and employee unethical pro-organizational behavior: a moderated mediation model of moral disengagement and coworker ethical behavior

2020 ◽  
Vol 41 (6) ◽  
pp. 799-812
Author(s):  
Hui-Hsien Hsieh ◽  
Hao-Hsin Hsu ◽  
Kuo-Yang Kao ◽  
Chih-Chieh Wang
Keyword(s):  
Organizational Behavior ◽  
Ethical Leadership ◽  
Ethical Behavior ◽  
Moral Disengagement ◽  
Moderated Mediation ◽  
Mediating Effect ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Ethical Work ◽  
The Relationship

PurposeThe purpose of this study is to understand how ethical leadership and coworker ethical behavior will influence employee unethical pro-organizational behavior (UPB). In particular, the authors examine the mediating effect of moral disengagement on the relationship between ethical leadership and UPB and also investigate the moderating effect of coworker ethical behavior on the aforementioned effect.Design/methodology/approachData were collected from 251 employee–coworker dyads from five organizations in Taiwan at two time points. Moderated mediation analysis was conducted to test the hypotheses.FindingsThe results show that moral disengagement mediates the relationship between ethical leadership and employee UPB. Moreover, the results show that coworker ethical behavior moderates the relationship between moral disengagement and employee UPB, as well as the mediated relationship between ethical leadership and employee UPB via moral disengagement. Specifically, both the moral disengagement–UPB relationship and the ethical leadership–moral disengagement–UPB relationship become weaker when coworker ethical behavior is high.Practical implicationsThe results highlight the importance of creating an ethical work environment to get everyone behaving ethically in the workplace, because nurturing an ethical atmosphere in organizations will be useful in reducing the occurrence of UPB even for those who have high levels of moral disengagement.Originality/valueThis study shows that coworkers matter morally as much as leaders, demonstrating the importance of social influence from coworkers in organizations.

How ethical leadership stimulates academics’ retention in universities

2018 ◽  
Vol 32 (7) ◽  
pp. 1348-1362 ◽  
Author(s):  
Saima Ahmad ◽  
Syed Muhammad Fazal-E-Hasan ◽  
Ahmad Kaleem
Keyword(s):  
Ethical Leadership ◽  
Academic Staff ◽  
Intention To Leave ◽  
Well Being ◽  
Content Type ◽  
Intentions To Leave ◽  
The Impact ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to investigate the relationship between ethical leadership and academics’ retention in universities. It draws on the conservation of resources theory to deepen the understanding of a process underlying this relationship whereby academics are more likely to stay in universities through the practice of ethical leadership. Specifically, it advances academics’ job-related affective well-being as a potential mediating mechanism, fostered by ethical leadership, which lowers their intention to leave. Design/methodology/approach This study is conducted through a cross-sectional survey of 303 academics in Australian universities. Univariate, bivariate and multivariate analysis procedures are deployed to analyse academics’ data. The research hypotheses are tested through a bootstrapped regression analysis of academics’ perceived ethical leadership, affective well-being and intention to leave. Findings The findings lend support to the hypothesised relations, indicating a significant role of ethical leadership on enhanced intentions of academics to stay in universities by directly conserving their job-related affective well-being. Research limitations/implications This paper contributes to knowledge of the relationship between ethical leadership and academics’ retention by identifying job-related affective well-being as an underlying mechanism in the university sector. Practical implications This paper has practical implications for higher educational institutes seeking to retain their academic staff. Its findings show that the practice of ethical leadership in universities matters, because it lowers academics’ intentions to leave by nurturing their well-being at work. Originality/value This is the first study to examine the impact of ethical leadership on academics’ well-being and intentions to leave in the context of universities in Australia. It is one of the first studies to explore the mediating role of affective well-being in the ethical leadership and leadership and intention to leave relationship.

Ethical leadership, team leader’s cultural intelligence and ethical behavior of team members

2019 ◽  
Vol 48 (5) ◽  
pp. 1381-1392 ◽  
Author(s):  
Alfred Presbitero ◽  
Mendiola Teng-Calleja
Keyword(s):  
Social Learning ◽  
Ethical Leadership ◽  
Ethical Behavior ◽  
Culturally Diverse ◽  
Cultural Intelligence ◽  
Cultural Knowledge ◽  
Survey Study ◽  
Global Teams ◽  
Content Type ◽  
The Relationship

Purpose Drawing from Social Learning Theory and Multiple Loci of Intelligence Theory, the purpose of this paper is to assert that, through the mechanisms of social learning and role modeling, perceived ethical leadership is positively and significantly related to ethical behavior of individual members of global teams. Moreover, this study argues that perceived cultural intelligence (CQ) of leaders which consists of perceptions of members regarding leader’s cultural knowledge and skills on how to act ethically in different cultural contexts would moderate the relationship between ethical leadership and ethical behavior of individual members of global teams. Design/methodology/approach To test these assertions, a survey study was conducted involving individual members of global teams in Australia (n=234). Findings Results demonstrate that perceived ethical leadership is positively and significantly related to an individual’s ethical behavior. Furthermore, results show that perceived leader’s CQ serves as a moderator in strengthening the relationship between perceived ethical leadership and individual member’s display of ethical behavior. Originality/value This study fills the gaps in the literature by examining ethical behavior of individual members of culturally diverse teams and the role that leaders play in influencing their individual display of ethical behavior. Such knowledge can provide insights particularly for human resource practitioners on how to effectively generate and ensure the display of ethical behavior in contexts that are culturally diverse like in global teams.

Influence of career identity on ethical leadership: sense-making through communication

2020 ◽  
Vol 49 (9) ◽  
pp. 1987-2005
Author(s):  
Shuang Ren ◽  
Doren Chadee
Keyword(s):  
Ethical Leadership ◽  
Ethical Behavior ◽  
Communication Competence ◽  
Positive Influence ◽  
Future Research ◽  
Identity Salience ◽  
Content Type ◽  
Career Identity ◽  
Sensemaking Theory ◽  
Practical Implications

PurposeThe widespread use of communication technologies and social media platforms such as the #ME TOO movement has amplified the importance for business leaders to demonstrate high standards of ethical behavior for career success. Although the concept of ethical leadership has been widely investigated, a theoretical framework from a career perspective does not yet exist.Design/methodology/approachThis study draws from sensemaking theory to argue that career identity salience shapes leaders' communication behavior to influence the extent to which they are perceived to be ethical by subordinates. We test our hypotheses using multisource data with a sample (n = 337) of business managers.FindingsThe results show that career identity salience has positive influence on communication competence, which positively influences ethical leadership. We further find that communication frequency positively moderates the relationship between communication competence and ethical leadership.Practical implicationsThe theoretical and practical implications that, motivated by their career identity, career-ambitious leaders can manipulate subordinates' perceptions of their ethical behavior are discussed along with suggestions for future research.Originality/valueTo our knowledge, this is the first research to provide a career perspective on ethical leadership.

scholarly journals Ethical Leadership and Employee Ethical Behavior: A Moderated Mediation Mechanisms

2020 ◽  
Vol 3 (2) ◽  
pp. 73-88
Author(s):  
Muhammad Osaid Rabie ◽  
Marlin Abdul Malek
Keyword(s):  
Ethical Leadership ◽  
Ethical Behavior ◽  
Design Methodology ◽  
Moral Awareness ◽  
Moral Attentiveness ◽  
Underlying Mechanisms ◽  
The Relationship ◽  
Practical Implications ◽  
Structured Questionnaire ◽  
Ethical Leaders

Purpose- Based on the ongoing unethical scandal in the organizations, this study aims to explain the relationship between ethical leaders and their followers’ ethical behavior by explaining the underlying mechanisms.  Design/Methodology- Data were collected through a structured questionnaire from the employees working in companies that produce fast-moving consumer goods. Three hundred sixty-nine samples were taken to study the proposed relationships. Findings- Results showed ethical leaders positively influence followers. Perceptual and reflective moral attentiveness positively mediates between ethical leadership and ethical behavior of employees. Moral awareness negatively moderates between ethical leadership and followers’ ethical behavior via reflective moral attentiveness, whereas moral awareness does not moderate the relationship. Practical Implications- Following the call for determinants of ethical behavior, this study provides insights for the managers to foster ethical behavior at the workplace.

I can see clearly now

2015 ◽  
Vol 44 (4) ◽  
pp. 611-628 ◽  
Author(s):  
Alexander Newman ◽  
Belinda Allen ◽  
Qing Miao
Keyword(s):  
Ethical Leadership ◽  
Positive Relationship ◽  
Deviant Behavior ◽  
Negative Relationship ◽  
Helping Behavior ◽  
Role Clarity ◽  
Work Behaviors ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose – Although there is growing research on the relationship between ethical leadership and subordinate work behaviors, limited research has examined the boundary conditions under which ethical leadership is more or less effective. The purpose of this paper is to investigate whether subordinate perceptions of role clarity in their job role influence the relationship between ethical leadership and subordinate work behaviors. Drawing on both social exchange and social learning theories, the authors predict that in contexts where subordinates perceive low levels of role clarity, the relationship between ethical leadership behavior and subordinate helping and deviant behaviors will be weaker. Design/methodology/approach – In total, 239 employees in the Chinese public sector completed surveys across three separate time points. Confirmatory factor analysis and hierarchical regression analysis were used to analyze the data. Findings – Analyses provided support for the hypothesized relationships. When subordinates perceived higher levels of role clarity the positive relationship between ethical leadership and helping behavior was stronger, and the negative relationship between ethical leadership and deviant behavior was stronger. Research limitations/implications – As with all research the findings of this study need to be viewed in light of its limitations. First, the use of data from a single set of respondents opens up the possibility of common method bias. Second, given the study used of a sample of public sector employees from one part of China, there would be value in future research examining whether the findings from the present study are generalizable to other industrial and cultural contexts. Practical implications – This research has a number of practical implications. Given that the authors found a significant positive relationship between ethical leadership and helping behavior, and a significant negative relationship between ethical leadership and deviant behavior, it is crucial for organizations to include ethical training as an essential part of leadership development programs. However, the findings also suggest at the same time as facilitating the development of ethical leadership behaviors amongst supervisory employees, it is important for organizations to also provide employees with clarity over what is expected of them in their jobs, and the means they should employ to facilitate goal achievement. Originality/value – This study responds to recent calls for more research to identify factors which may strengthen or mitigate the influence of ethical leadership in the workplace.

Cheating, culture and incentives: who deserves a bonus?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
William D. Oberman ◽  
Shelley Morrisette ◽  
Irma Hunt ◽  
Yancy Edwards
Keyword(s):  
Organizational Culture ◽  
General Population ◽  
Organizational Justice ◽  
Publishing Industry ◽  
Business Organizations ◽  
Content Type ◽  
Practitioner Survey ◽  
Relationship Of ◽  
The Impact ◽  
The Relationship

PurposeThe purpose of this research is to examine the relationship of perceptions of organizational justice on the ranking of candidates for incentive bonuses and the impact of organizational culture on these perceptions.Design/methodology/approachA questionnaire was developed which asked respondents to rank a set of seven candidates for a sales bonus based on deservingness for the bonus. Descriptions of the candidates included information not only on whether they achieved a pre-established metric for the bonus, but on how they achieved (or failed to achieve) the metric. Hypotheses related compliance with norms of organizational justice, both by candidates and the organization, to candidate rank. The survey was administered to a sample of 204 employees of business organizations at all levels obtained through a survey research firm, as well as a sample of 52 employees of organizations in the Christian publishing industry. Nonparametric statistics were used to analyze the results. A comparison was made between the respondents sourced through the research firm, seen as representing the general population and those from the Christian-oriented group.FindingsHypotheses that respondents will seek to punish violators of justice norms, reward compliers and compensate victims of organizational unfairness were generally supported. More interesting were differences between the groups of respondents from the general population and the group representing Christian-based firms.Originality/valueThis article reveals the impact of organizational culture on the acceptance of incentive systems. The research employed a practitioner survey, rather than more common experimental approach.

Dave Snowden on KM and big data/analytics: interview with David J. Pauleen

2017 ◽  
Vol 21 (1) ◽  
pp. 12-17 ◽  
Author(s):  
David J. Pauleen
Keyword(s):  
Big Data ◽  
Data Analytics ◽  
Big Data Analytics ◽  
Theory And Practice ◽  
Content Type ◽  
Face To Face ◽  
The Relationship ◽  
A Company ◽  
Practical Implications ◽  
Scientific Officer

Purpose Dave Snowden has been an important voice in knowledge management over the years. As the founder and chief scientific officer of Cognitive Edge, a company focused on the development of the theory and practice of social complexity, he offers informative views on the relationship between big data/analytics and KM. Design/methodology/approach A face-to-face interview was held with Dave Snowden in May 2015 in Auckland, New Zealand. Findings According to Snowden, analytics in the form of algorithms are imperfect and can only to a small extent capture the reasoning and analytical capabilities of people. For this reason, while big data/analytics can be useful, they are limited and must be used in conjunction with human knowledge and reasoning. Practical implications Snowden offers his views on big data/analytics and how they can be used effectively in real world situations in combination with human reasoning and input, for example in fields from resource management to individual health care. Originality/value Snowden is an innovative thinker. He combines knowledge and experience from many fields and offers original views and understanding of big data/analytics, knowledge and management.

Overconfidence of vocational education students when entering higher education

2015 ◽  
Vol 57 (4) ◽  
pp. 429-447 ◽  
Author(s):  
Mark P. Bowden ◽  
Subhash Abhayawansa ◽  
John Bahtsevanoglou
Keyword(s):  
Higher Education ◽  
Self Efficacy ◽  
Further Education ◽  
Small Sample ◽  
First Year ◽  
Education Students ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose – There is evidence that students who attend Technical and Further Education (TAFE) prior to entering higher education underperform in their first year of study. The purpose of this paper is to examine the role of self-efficacy in understanding the performance of students who completed TAFE in the previous year in a first year subject of microeconomics in a dual sector university in Melbourne, Australia. Design/methodology/approach – The study utilises data collected by surveys of 151 students. Findings – A student’s self-efficacy is positively associated with their marks in a first year subject of microeconomics. However, the relationship between final marks and self-efficacy is negative for those students who attended TAFE in the previous year suggesting that they suffer from the problem of overconfidence. When holding self-efficacy constant, using econometric techniques, TAFE attendance is found to be positively related to final marks. Research limitations/implications – The findings are exploratory (based on a small sample) and lead to a need to conduct cross institutional studies. Practical implications – The research points to the need for early interventions so that TAFE students perform well in their first year of higher education. It also points to potential issues in the development of Victorian Certificate of Applied Learning (VCAL) programs. Originality/value – To the best of the authors’ knowledge, this is the first paper to examine the inter-related impact of attendance at TAFE in the previous year and self-efficacy on the subsequent academic performance of TAFE students.

The impact of project methodologies on project success in different project environments

2016 ◽  
Vol 9 (2) ◽  
pp. 364-388 ◽  
Author(s):  
Robert Joslin ◽  
Ralf Müller
Keyword(s):  
Project Success ◽  
Research Model ◽  
Content Type ◽  
Industrial Sectors ◽  
Project Environment ◽  
Project Governance ◽  
The Impact ◽  
Matching Techniques ◽  
The Relationship ◽  
Practical Implications

Purpose – The purpose of this paper is to qualitatively validate the constructs of a theoretically derived research model while gaining insights to steer the direction of a greater study on methodologies, their elements, and their impact on project success. In doing so, to investigate whether different project environments, notably project governance, impacts the relationship between methodologies and project success. Design/methodology/approach – A deductive approach was applied to validate a theoretically derived research model. In total, 19 interviews across 11 industrial sectors and four countries were used to collect data. Pattern-matching techniques were utilized in the analysis to deductively validate the research model. Findings – There is a positive relationship between project methodology elements and the characteristics of project success; however, environmental factors, notably project governance, influence the use and effectiveness of a project methodology and its elements with a resulting impact on the characteristics of project success. Research limitations/implications – Project governance plays a major role in the moderating effect of a project methodology’s effectiveness. Contingency theory is applicable to a project’s methodology’s selection and its customization according to the project environment. Practical implications – Understand the impact of project methodologies and their elements on the characteristics of project success while being moderated by the project environment, for example, the risk of suboptimal project performance due to the effectiveness of methodology elements being negatively impacted by the project environment. Originality/value – The impact of a project methodology (collection of heterogeneous-related elements) on the characteristics of project success is identified while being moderated by the project environment, notably project governance.

Sign in / Sign up

Export Citation Format

Share Document