Background: The development of ethical leadership approaches plays an important role in achieving better patient care. Although studies that analyze the impact of ethical leadership on ethical climate and job satisfaction have gained importance in recent years, there is no study on ethical leadership and its relation to ethical climate and job satisfaction in our country. Objectives: This descriptive and cross-sectional study aimed to determine the effect of nurses’ ethical leadership and ethical climate perceptions on their job satisfaction. Methods: The (...) study sample is composed of 285 nurses who agreed to participate in this research and who work at the internal, surgical, and intensive care units of a university hospital and a training and research hospital in İzmir, Turkey. Data were collected using Ethical Leadership Scale, Hospital Ethical Climate Scale, and Minnesota Satisfaction Scale. While the independent sample t-test, analysis of variance, Mann–Whitney U test, and Kruskal–Wallis test were used to analyze the data, the correlation analysis was used to determine the relationship between the scales. Ethical considerations: The study proposal was approved by the ethics committee of the Faculty of Medicine, Dokuz Eylül University. Findings: The nurses’ mean scores were 59.05 ± 14.78 for the ethical leadership, 92.62 ± 17 for the ethical climate, and 62.15 ± 13.46 for the job satisfaction. The correlation between the nurses’ ethical leadership and ethical climate mean scores was moderately positive and statistically significant (r = +0.625, p = 0.000), was weak but statistically significant between their ethical leadership and job satisfaction mean scores (r = +0.461, p = 0.000), and was moderately positive and statistically significant between their ethical climate and job satisfaction mean scores (r = +0.603, p = 0.000). Conclusion: The nurses’ ethical leadership, ethical climate, and job satisfaction levels are moderate, and there is a positive relationship between them. The nurses’ perceptions of ethical leadership are influenced by their educational status, workplace, and length of service. (shrink)

Integrating research on empowering leadership with the literature on power in social psychology, we examine how empowering leaders affect the propensity of followers to engage in deviance. Across a multi-source, multi-wave field study and a controlled laboratory experiment, we find that, compared to the followers of less-empowering leaders, the followers of more empowering leaders feel subjectively more powerful and engage in more deviant behaviors. Moreover, we find that the propensity of empowered followers to engage in more deviance depends on their (...) prosocial attributes. Specifically, empowered followers engage in the highest levels of deviance when they have a weak moral identity and a strong desire for dominance. We further find that empowering leadership does not increase follower deviance when followers either have a strong moral identity or a weak desire for dominance. In sum, although past research suggests that empowering leadership may facilitate productivity and employee engagement, our work demonstrates that it can also cultivate harmful effects, such as increased deviance among certain types of followers. We discuss our theoretical contributions as well as practical implications for practicing empowering leadership. (shrink)

Research suggests that ethical leadership influences employees’ behavior and organizational functioning. Thus, the purpose of this study is to investigate the role of ethical leadership in the improvement of employees’ innovative performance. Specifically, this research developed and tested a framework about the intermediating mechanism of social capital in the relationship between ethical leadership and employees’ innovative performance. The current study integrated assumptions of social learning and social exchange theories, which postulate that the leadership has a direct effect on the employees’ (...) conduct, principally through role modeling and the reciprocal landscape. Data were collected through in-person administered questionnaire-based survey from 297 employees working in the manufacturing sectors of Pakistan. The conceptual model of our research was analyzed applying Structural Equation Modeling (SEM). The results exhibited that the ethical leadership plays an important role in fostering employees’ innovative performance. The present study also found that social capital plays an intermediating role between the ethical leadership and employees’ innovative performance relationship. The current study contributed to the leadership and innovation literature and provided insights in examining the ethical leadership-employees’ innovative performance relationship through the intermediating mechanism of social capital. (shrink)

Extending ethical leadership theory and research beyond the walls of the organization, we propose a spillover model wherein ethical leaders impact customer loyalty (i.e., repeat purchase amount) by first establishing trusting relations with employees, who in turn emulate their leaders’ ethical behavior. In Study 1, we examined how this initial trust (i.e., trust primacy) facilitates new employees’ moral imprinting in a controlled experiment. In Study 2, with a field design, we tested our model among new employees and their respective customers (...) over a 6-month timespan. Results indicate that perceptions of ethical leadership operate through trust primacy to affect customer repeat purchase, with accelerated growth over time. We conclude by considering theoretical and practical implications as they relate to ethical leadership and trust primacy, as well as marketing and salesforce management. (shrink)

Business ethics have become an important topic globally for both policy-makers and businesses. This paper first discusses the conceptual framework for business ethics followed by ethical management (EM) and corporate social responsibility (CSR) as well as relevant theories. Within this conceptual framework, Korea is used as a country context as to the development of EM and CSR. An important example of an ethical scandal is the major steel manufacturer, POSCO as it was held up as an exemplar and role model (...) of ethical management. However, in 2015, it faced allegations that the engineering and construction overseas unit chief of its Vietnamese subsidiary created a slush fund by overstating payments to Vietnamese contractors. This conceptual paper discusses the factors that created this situation referring to the theory of connection. It locates the case in the EM and CSR literature and analyses what went wrong and what the parent company could have done to prevent this from happening. (shrink)

Drawing on the social cognitive theory of morality, we propose a moderated mediation model to explain why and how employees under the supervision of entrepreneurial leadership engage in unethical behaviors to achieve creative performance. Specifically, we anticipated that entrepreneurial leadership would cause employees to engage in moral justification, which in turn would lead to creative unethicality. Furthermore, we argue that politics perception serves as a critical boundary condition, strengthening the indirect effect of entrepreneurial leadership on creative unethicality. We conducted two (...) multiwave and multisource surveys and constructed a structural equation model to test the proposed hypotheses. Study 1, which involved 201 coworker–employee dyads in a single company, provided full support for all hypotheses. Study 2, conducted in 12 companies with 400 employees and 69 supervisors, replicated the findings of Study 1 and further confirmed the moderated mediation model. The theoretical and practical implications are discussed. (shrink)

Recent constructions view leadership as a process of social influence which coordinates processes of change. Moreover, such processes are not necessarily linked to role hierarchy but may be emergent and distributed within teams. However, the micro-processes through which this occurs are not well understood. The significance of the article lies in its contribution to an understanding of the emergence of leadership in teams, and in particular how humour and laughter are drawn on as a resource by which to exert social (...) influence. Here, we use the construct of the play frame, ‘non-serious’ talk in which participants jointly construct extended humorous sequences as improvisations, to analyse how team members manoeuvre in order to accomplish influence, decision-making and leadership. In taking this approach, we are not concerned with considerations of how managers use jokes to exercise control, or workers use humour to subvert management. Rather, we examine how humour, and particularly the laughter it engenders, can contribute to an understanding of organisations as centred on communication and founded on the precept that organisations are ‘talked into being’. We show how talk in a play frame institutes a context which can be utilised by participants to exert influence, and we demonstrate the highly contingent and contextual nature of the emergence of leadership within teams. (shrink)

First Published in 1999. Routledge is an imprint of Taylor & Francis, an informa company.

A burgeoning body of research has shown that authoritarian leadership embodies the characteristics of “light” and “dark,” meaning that it does not always have a negative impact on employees’ creative activities. However, studies explaining this potential positive effect are insufficient. To extend the AL and creativity literature, we draw on self-determination theory and event system theory, and elicit discipline-focused AL and appointment event criticality to examine whether, when, and how authoritarian leaders affect employee creativity positively. With time-lagged data collected from (...) 435 employees and their direct leaders in China, we found that discipline-focused AL has an indirect positive effect on employee creativity through creative self-efficacy. Additionally, appointment event criticality strengthens the positive relationship between discipline-focused AL and creative self-efficiency, and the indirect impact of discipline-focused AL on employee creativity through creative self-efficiency. The theoretical and practical implications are discussed. (shrink)

Church leadership plays an important and irreplaceable role in the planting and the configuration of the missional congregation. The key to the formation of missional communities is their leadership. In that regard, this article explores Classical Ghanaian Pentecostal Churches’ leadership and leadership formation from a missiological perspective. This was done through an exposition on their leadership system. It was argued that Classical Ghanaian Pentecostal Churches’ leadership is based on the Fivefold Ministry. These leadership functions were therefore discussed in the light (...) of their missiological implication. The conclusion arrived at is that it is not enough to discover one’s spiritual gift or calling; these gifts should be developed and nurtured through mentoring and proper theological education, with the ultimate purpose being to participate in the Missio Dei. (shrink)

The pursuit of a meaningful and purposeful existence has consistently been a universal human aspiration, even in the field of business. Individuals seek significance in every endeavour they undertake. In line with this notion, the Shrimad Bhagavad Gita (SBG) directs individuals towards the path of truth and purpose. The present study attempts to examine the effect of SBG-identified variable entitled as ‘Theory of Work’ or ‘Karma’ (consisting of no desire for fruit (NDF), non-attachment (NA), deterministic intellect (DI), righteous duty (RD), (...) success and failure as equal (SAF)) on self-efficacy (SE) among teachers in higher educational institutions (HEI) in India. It also aims to find the association between SE and goal performance and leadership effectiveness among the teachers of HEI. A judgemental sampling procedure was adopted to collect the data from HEI clustered across five different zones in the country. A total of 600 responses were collected through an online-administered questionnaire. The analysis results indicated that theory of work variables (i.e., NDF, DI, NA and RD) have a significant positive effect on SE, and SE positively affects the goal performance and leadership effectiveness. However, treating SAF as equal variables was not found to have a significant effect on SE. (shrink)

Fox, Patricia The first time I heard the words 'Never waste a catastrophe!', they were spoken with an Australian accent during a hearing at the United Nations, in New York, May 2013. The topic was 'Sustainability and the Future of the Planet'. The speaker was describing how a recent catastrophic drought in Australia had provided an unexpected opportunity: it had enabled the disastrous state of the entire Murray-Darling River System to begin to be restored to health. He argued that such (...) had been the political stasis on this critical issue that only a mammoth disaster such as this was able to begin the processes necessary to unlock it. (shrink)

이 시대의 지도자는 분열이나 차별을 조정하는 것이 아닌 통합하는 지도력이 있어야 한다. 다시말해 가난한 자, 부한 자, 높은 위치에 있는 자, 낮은 위치에 있는 자를 나누지 말고 서로 다른 것을 인정하고 통합시키는 것이다. 분명한 것은 국민의 역량을 통합시킬 수 있는 능력을 갖춘 사람이 지도자가 되어야 한다. 통합력있는 지도자가 지금의 답보상태를 극복할 수 있기 때문이다. 그런 지도자는 능력을 기본으로 하지만 인격과 헌신의 자세가 없으면 리더가 될 수 없고 또한 자기를 위한 삶이 아니라, 남을 위해 봉사하고 희생하며 자신보다 지역. 사회. 국가를 먼저 (...) 생각하는 인격을 갖추어야 한다는 뜻이다. 오히려 상반된 입자들이 원자 내부에서 상호충돌. 소멸하거나 싸우지 않고 매우 안정적인 상태로 존재한다는 사실에서 보면, 전혀 다른 ‘너’와 ‘내’가 신뢰와 협력이라는 보이지 않은 끈으로 보듬고 묶을 때, 전혀 새로운 차원의 ‘우리’라는 공동체가 만들어 지는 것이다. 현재와 미래를 통합해 역사선상에서 준비하여 도전할 수 있는 사람이 절실한 시기라고 생각한다. 그러기 위해 세계의 역사와 민족 앞에 백성을 바른 가치관과 미래로 통합하기 위해 과거 우리의 선배들이 역사 가운데 희생의 값을 지불하고 시작했던 윤리 실천운동을 시작해야 한다. 우리나라와 같이 부존자원이 없는 작은 나라가 주변 강국의 위협을 극복하고 발전된 선진국 대열에 진입할 뿐 아니라, 그 속에 개인의 자유와 능력발전을 믿음으로 가질 수 있게 하기 위하여 가장 시급한 과제가 ‘국민통합’이다. 국민통합의 기초가 이런 믿음을 실현할 수 있게 하는 첫 걸음이기 때문이다. (shrink)

Enhancing teacher leadership is not only one of the approaches to improving teaching and learning, but it is also essential to the success of education reform. Based on leader-member exchange theory, 294 preschool teachers in China were surveyed, and a structural equation model was established to explore the relationship between the participating teachers' principal leadership style, teacher leadership and psychological capital. The findings revealed a significant positive correlation between transformational and transactional leadership styles and preschool teacher leadership. The laissez-faire leadership (...) style had no correlation with preschool teacher leadership. The transformational leadership style and transactional leadership style were significantly and positively correlated with psychological capital, while the laissez-faire leadership style was significantly and negatively correlated with psychological capital. The transformational leadership style can positively influence preschool teacher leadership directly and indirectly through psychological capital; and the transactional leadership style can only positively influence preschool teacher leadership indirectly through the mediating role of psychological capital. Preschool teachers' leadership can neither be directly influenced by a laissez-faire leadership style nor be indirectly influenced through the mediating role of psychological capital. (shrink)

The recently proposed Cognitive Experiential Leadership Model (CELM) states that leaders’ preference for rational thinking and behavioral coping will be related to their level of transformational leadership. The CELM was based on research that principally used cross-sectional self-report methods. Study 1 compared both self-ratings and follower-ratings of leadership styles with leaders’ self-rated thinking styles in 160 leader-follower dyads. Study 2 compared both self-ratings and coworker-ratings of leadership styles with leaders’ self-rated thinking styles for 74 leaders rated by 607 coworkers. In (...) both Studies, leaders’ rational thinking, imaginative thinking, and behavioral coping correlated positively with their self-rated transformational leadership. However, only behavioral coping, but not rational thinking, was correlated with follower-rated (FR) transformational leadership in Study 1, and thinking styles were unrelated to other-rated transformational leadership in Study 2. These results partly support and partly challenge the CELM. Practically, this study suggests that leadership may be improved by leaders developing their capacity for behavioral coping. (shrink)

We understand responsible leadership as a social-relational and ethical phenomenon, which occurs in social processes of interaction. While the prevailing leadership literature has for the most part focussed on the relationship between leaders and followers in the organization and defined followers as subordinates, we show in this article that leadership takes place in interaction with a multitude of followers as stakeholders inside and outside the corporation. Using an ethical lens, we discuss leadership responsibilities in a stakeholder society, thereby following Bass (...) and Steidelmeier’s suggestion to discuss “leadership in the context of contemporary stakeholder theory” (1999: 200). Moreover, from a relational and stakeholder perspective we approach the questions: What is responsible leadership? What makes a responsible leader? What qualities are needed? Finally, we propose a so-called “roles model” of responsible leadership, which gives a gestalt to a responsible leader and describes the different roles he or she takes in leading stakeholders and business in society. (shrink)

A two stage model was developed and tested to explain how ethical leadership relates to followers’ ethical judgment in an organizational context. Drawing on social learning theory, ethical leadership was hypothesized to promote followers’ self-leadership focused on ethics. It was found that followers’ perceived accountability fully accounts for this relationship. In stage two, the relationship between self-leadership focused on ethics and moral judgment in a dual decision-making system was described and tested. Self-leadership focused on ethics was only related to moral (...) judgment when followers use active judgment as opposed to their intuition. This provides support that a deliberate application of self-leadership focused on ethics leads to higher moral judgment. Theoretical and practical implications as well as future research opportunities are discussed. (shrink)

I argue in this article that responsible leadership (Maak and Pless, 2006) contributes to building social capital and ultimately to both a sustainable business and the common good. I show, first, that responsible leadership in a global stakeholder society is a relational and inherently moral phenomenon that cannot be captured in traditional dyadic leader–follower relationships (e.g., to subordinates) or by simply focusing on questions of leadership effectiveness. Business leaders have to deal with moral complexity resulting from a multitude of stakeholder (...) claims and have to build enduring and mutually beneficial relationships with all relevant stakeholders. I contend, second, that in doing so leaders bundle the energy of␣different constituencies and enable social capital building. Social capital can be understood as actual or potential resources inherent to more or less institutionalized relationships of mutual recognition (Bourdieu 1980). By drawing on network analysis I suggest, third, that responsible leaders weave durable relational structures and ultimately networks of relationships which are rich in ties to otherwise unconnected individuals or groups. Against this background I argue, fourth, that responsible leadership may result in the creation of value networks (Lord and Brown, 2001) of multiple stakeholders, which enhance social capital and thereby contribute to both a sustainable business and the common good. (shrink)

The role of responsible leadership—for each leader and as part of a leader’s collective actions—is essential to global competitive success (Doh and Stumpf, Handbook on responsible leadership and governance in global business, 2005 ; Maak and Pless, Responsible leadership, 2006a . Failures in leadership have stimulated interest in understanding “responsible leadership” by researchers and practitioners. Research on responsible leadership draws on stakeholder theory, with employees viewed as a primary stakeholder for the responsible organization (Donaldson and Preston, Acad Manag Rev 20(1):65–91, (...) 1995 ; Freeman, Strategic management: a stakeholder approach, 1984 ; Mitchell et al., Acad Manag Rev 22:853–886, 1997 ; Phillips and Freeman, Stakeholder theory and organizational ethics, 2003 . We define and operationalize responsible leadership from the perspective of employees and their views of the actions of their leaders. Drawing on a comprehensive survey of 28 Indian and global organizations operating in India, we report the results from 4,352 employees on the relationship between responsible leadership, their pride in and satisfaction with their organization, and retention 1 year later. Strong associations were found among these variables suggesting that responsible leadership—employee perceptions of the support they receive from managers, the HR practices, and corporate socially responsible actions—may be an overarching construct that connects them to the organization. (shrink)

This article examines the explicit and implicit corporate social responsibility (CSR) framework and its implications for leadership style, in a major banking institution. Evidence for existence of the framework's key concepts in relation to leadership styles was explored through the self-reported sensemaking of leaders charged with CSR programme introduction. Qualitative data analysis indicated that explicit CSR is linked to an autocratic leadership style, whereas implicit CSR is more closely aligned with emergent and authentic styles. Although our results reinforced key aspects (...) of the explicit and implicit CSR framework, they demonstrated conflicting systems of both CSR and leadership within our case organisation and highlighted the difficulty in categorising such a complex concept as CSR according to specific frameworks. Overall, our data suggest that the leadership styles, needed to successfully implement explicit and implicit CSR programmes, are in conflict. Given our finding that these CSR systems can coincide within one organisation, we suggest that the debating style of transformational leadership may be the required linchpin. (shrink)

Leadership takes a central role in the public affairs agenda. This article is a review of published works on leadership focusing on the concept of grace. It discusses the role of compassion and kindness in current leadership theory and practice and whether these attributes have value in sustainable models. Findings indicate that there is conceptual confusion regarding the definition of compassion and its application in leadership practices. Kindness is not discussed within the concept of compassion and kindness itself may be (...) viewed as a weakness in contemporary self-selected leadership characteristics. The conclusions suggest there is disconnect between contemporary models of leadership and calls for sustainable ethical leadership in the spheres of public and business environments. Compassion and kindness remain in the side-lines yet the implications for future trust and commitment are neglected in times where discretionary effort of workers and volunteers is crucial to goal achievement. (shrink)

Various explanations are offered to explain why employees increasingly work longer hours: the combined effects of technology and globalization; people are caught up in consumerism; and the "ideal worker norm," when professionals expect themselves and others to work longer hours. In this article, we propose that the processes of employer recruitment and selection, employee self-selection, cultural socialization, and reward systems help create extended work hours cultures (EWHC) that reinforce these trends. Moreover, we argue that EWHC organizations are becoming more prevalent (...) and that organizations in which long hours have become the norm may recruit for and reinforce workaholic tendencies. Next, we offer spiritual leadership as a paradigm for organizational transformation and recovery from the negative aspects of EWHC to enhance employee wellbeing and corporate social responsibility without sacrificing profitability, revenue growth, and other indicators of financial performance. Finally, we will offer suggestions for future theory, research, and practice. (shrink)

Servant leadership has been theorized as a model where the moral virtue of humility co-exists with action-driven behavior. This article provides an empirical study that tests how these two apparently paradoxical aspects of servant leadership interact in generating follower engagement, while considering the hierarchical power of the leader as a contingency variable. Through a three-way moderation model, a study was conducted based on a sample of 232 people working in a diverse range of companies. The first finding is that humble (...) leaders showed the highest impact on follower engagement regardless of their hierarchical position. Less humble leaders in lower hierarchical positions seem to be able to compensate for that through a strong action-oriented leadership style. Most notably for leaders in high hierarchical positions, the moral virtue of humility seems to strengthen the impact of their action-oriented leadership the most. These findings provide empirical support and a better understanding of the interplay between the moral virtue of humility and the action-oriented behaviors of servant leadership. (shrink)

Strategic leadership and corporate sustainability have recently come together in conspicuously explicit fashion through the emergence of top management team positions with dedicated corporate sustainability responsibilities. These TMT positions, commonly referred to as “Chief Sustainability Officers,” have found their way into the upper echelons of many of the world’s largest corporations alongside more traditional TMT positions including the CEO and CFO. We explore this phenomenon and consider the following two questions: Why are corporate sustainability positions being installed to the TMT?What (...) effects do corporate sustainability TMT positions have at their organizations? We consider these questions through strategic leadership and neoinstitutional theoretical frameworks. Through the latter, we also engage with Weberian considerations of bureaucracy. We find that the reasons why corporate sustainability TMT positions are installed can be in response to a crisis at the corporation for which its legitimacy is challenged. We also find the corporate sustainability TMT position can be installed proactively in an effort to realize external opportunities that may have otherwise gone unrealized without concerted attention and coordination afforded by a strategic level position. Regarding effects, we determine the position can relate to the establishment of bureaucratic structures dedicated to corporate sustainability within the corporation through which formalized processes and key performance indicators to drive corporate sustainability performances are established. In the face of our finding that many corporate sustainability TMT positions are being removed despite having only relatively recently been introduced to their respective TMTs, we find that the successful implementation of bureaucratic machinery can help considerations to sustainability extend beyond the tenure of a corporate sustainability position within the TMT. (shrink)