scholarly journals The Perceptions of Undergraduate and Graduate Students about Ethical Leadership Behaviors of Academic Staff

2019 ◽  
Vol 12 (3) ◽  
pp. 71 ◽  
Author(s):  
Fırat Kıyas BİREL
Keyword(s):  
Decision Making ◽  
Graduate Students ◽  
Ethical Leadership ◽  
Ethical Decision Making ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Academic Staff ◽  
Behavioral Ethics ◽  
Climate Ethics ◽  
Faculty Of Education

The aim of this study is to identify how undergraduate and graduate students perceive the ethical leadership behaviors of academic staff. It is also tried to be found out whether dimensions of ethical leadership behavior (communicational ethics, climate ethics, ethics in decision making processes and behavioral ethics) show differences according to the variables of educational level, gender and age of the participant students. The study is in descriptive survey model. The sample is undergraduate and graduate students at Dicle University, Faculty of Education in 2013-2014. As data collection tool “Ethical Leadership Scale (ELS)” developed by Yılmaz (2005) was used. Mean, standard deviation, independent sample t-test and ANOVA test were used to analyze the data. It is concluded that the undergraduate and graduate students’ perceptions of ethical leadership behaviors of academic staff are at mid-level. The means concerning the ethical leadership behaviors of academic staff in terms of behavioral ethics, ethical decision making and communication ethics is 3.01, 3.00 and 2.89 respectively. The lowest mean about the perceptions of undergraduate and graduate students’ about leadership behaviors of academic staff is in climate ethics (2.83).

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

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.

Reflections on . . . Leading x Nudging

2018 ◽  
Vol 18 (2) ◽  
pp. 107-126
Author(s):  
Deborah S. Mower ◽  
Keyword(s):  
Decision Making ◽  
Ethical Leadership ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Contextual Factors ◽  
Systems Design ◽  
Design Model ◽  
Choice Architecture ◽  
Interactive Dynamic ◽  
Ethical Systems

I develop a taxonomy of various approaches to leadership which I label the ethical decision-making, managerial obligation, role typology, and creativity conceptions of leadership. Each approach makes distinctive assumptions about the task and educational responsibilities in educating for ethical leadership. Although each of these approaches are extremely valuable, I find them limited in that they all rely on what I call an agentic model. Using the concepts of choice architects and choice architecture from nudge theory, I argue for a new metaphysical model—a systems-design model—that captures the complex and interactive dynamic of a host of metaphysical entities and contextual factors. This new metaphysical model of the context of leadership and the function of leaders within it yields a theory of leadership, which I dub the ethical systems-design conception of leadership.

Teaching Behavioral Ethics: Overcoming the Key Impediments to Ethical Behavior

2017 ◽  
Vol 41 (4) ◽  
pp. 497-513 ◽  
Author(s):  
Mark S. Schwartz
Keyword(s):  
Decision Making ◽  
Ethical Behavior ◽  
Ethical Decision ◽  
Cognitive Biases ◽  
Ethical Decision Making ◽  
Moral Judgments ◽  
Decision Making Process ◽  
Moral Awareness ◽  
Behavioral Ethics

To better understand the ethical decision-making process and why individuals fail to act ethically, the aim of this article is to explore what are seen as the key impediments to ethical behavior and their pedagogical implications. Using the ethical decision-making process proposed by Rest as an overarching framework, the article examines the following barriers to ethical decision making: improper framing, which can preclude moral awareness; cognitive biases and psychological tendencies, which can hinder reaching proper moral judgments; and moral rationalizations, which can obstruct moral judgments from being translated into moral intentions or ethical behavior. Next, pedagogical exercises and tools for teaching behavioral ethics and ethical decision making are provided. The article concludes with its implications.

Guest Editors’ Introduction: On Understanding Ethical Behavior and Decision Making: A Behavioral Ethics Approach

2010 ◽  
Vol 20 (1) ◽  
pp. 1-6 ◽  
Author(s):  
David De Cremer ◽  
David M. Mayer ◽  
Marshall Schminke
Keyword(s):  
Decision Making ◽  
Ethical Behavior ◽  
Unethical Behavior ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Moral Awareness ◽  
Special Issue ◽  
Behavioral Ethics ◽  
Scientific Approach ◽  
Social Scientific

AbstractBehavioral ethics is an emerging field that takes an empirical, social scientific approach to the study of business ethics. In this special issue, we include six articles that fall within the domain of behavioral ethics and that focus on three themes—moral awareness, ethical decision making, and reactions to unethical behavior. Each of the articles sheds additional light on the specific issues addressed. However, we hope this special issue will have an impact beyond that of the new insights offered in these articles, by stimulating even more research in this burgeoning field.

Ethical leadership in education and its relation to ethical decision-making

2016 ◽  
Vol 54 (6) ◽  
pp. 647-660 ◽  
Author(s):  
Khalid Arar ◽  
Ibrahim Haj ◽  
Ruth Abramovitz ◽  
Izhar Oplatka
Keyword(s):  
Decision Making ◽  
Educational Leadership ◽  
Ethical Leadership ◽  
Ethical Decision Making ◽  
Educational Leaders ◽  
School Type ◽  
Content Type ◽  
Narrow Scope ◽  
Study Results ◽  
Leadership Dimensions

Purpose The purpose of this paper is to investigate ethical leadership in the context of the Arab educational system in Israel. It questions the relations of ethical leadership dimensions with decision making as well as background characteristics of the educational leaders. Design/methodology/approach Arab educational leaders (n=150) from diverse Arab schools responded to valid research tool of 40 items constructed of six subscales: three ethical leadership dimensions (critique, justice and care) and three leadership work aspects (ethical sensitivity, climate and decision making). Averages were calculated for each subscale. Findings Significant relations were found among ethical leadership dimensions and decision making, the leaders’ school type and their seniority. Research limitations/implications This study is based on research in diverse countries, using a common conceptual frame. Its limitation is the sample’s narrow scope. Practical implications The study results may inform the developing ethical qualities in educational leadership. Originality/value The authors recommend widening the scope of the sample examined to further clarify the concept of ethical leadership and its implications to the practice of educational leadership.

Teaching Versus Living: Managerial Decision Making in the Gray

2017 ◽  
Vol 41 (4) ◽  
pp. 455-468 ◽  
Author(s):  
Eugene Soltes
Keyword(s):  
Decision Making ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Management Education ◽  
White Collar ◽  
Behavioral Ethics ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Ethical Decisions ◽  
The Mind

Preparing students for the consequential ethical decisions that they will face in their careers is among the most difficult tasks of management education. I describe some of these challenges based on my book Why They Do It: Inside the Mind of the White-Collar Criminal and recent work in behavioral ethics. I explore why some decisions are much more easily resolved in the classroom than in practice and offer three ways to more effectively prepare students: integrating ethical decision making with core-discipline teaching, cultivating moral humility rather than moral confidence, and creating opportunities for norm reinforcement.

scholarly journals The Open Door to Prevent Counterproductive Work Behavior: ethical leadership

2019 ◽  
Vol 9 (1, 2 e 3) ◽  
Author(s):  
Halime Göktaş Kulualp ◽  
Cenk Murat Koçoğlu
Keyword(s):  
Ethical Leadership ◽  
Leadership Behaviors ◽  
Negative Impact ◽  
Leadership Behavior ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Survey Technique ◽  
Business Behavior

The aim of this study is to determine the effect of ethical leadership behavior on counterproductive behaviors. Data were obtained using the survey technique. The sample of the study consists of 252 employees who work in four - and five - star hotels in Istanbul. According to the results of the analysis, it is found that the "abuse" dimension is the most powerful dimension in order to explain counterproductive work behavior. Counterproductive business behavior is negatively affected by ethical leadership behaviors. In addition, ethical leadership has a negative impact on behaviors related to abuse, withdrawal, theft, sabotage, and deviation from production and service, which have counterproductive business behavior dimensions. Keywords: Ethical Leadership. Counterproductive Work Behaviors. Hotel Employees.

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