Do Role Models Matter? An Investigation of Role Modeling
as an Antecedent of Perceived Ethical Leadership
Michael E. Brown • Linda K. Treviño
Received: 18 September 2012 / Accepted: 20 May 2013 / Published online: 21 June 2013
� Springer Science+Business Media Dordrecht 2013
Abstract Thus far, we know much more about the sig-
nificant outcomes of perceived ethical leadership than we
do about its antecedents. In this study, we focus on multiple
types of ethical role models as antecedents of perceived
ethical leadership. According to social learning theory, role
models facilitate the acquisition of moral and other types of
behavior. Yet, we do not know whether having had ethical
role models influences follower perceptions of one’s ethi-
cal leadership and, if so, what kinds of role models are
important. We conducted a field study, surveying super-
visors and their subordinates to examine the relationship
between three types of ethical role models and ethical
leadership: the leader’s childhood role models, career
mentors, and top managers. We found that having had an
ethical role model during the leader’s career was positively
related to subordinate-rated ethical leadership. As expec-
ted, this effect was moderated by leader age, such that the
relationship between career mentoring and ethical leader-
ship was stronger for older leaders. Leader age also mod-
erated the relationship between childhood models and
ethical leadership ratings, such that having had childhood
ethical role models was more strongly and positively
related to ethical leadership for younger leaders. We found
no effect for top management ethical role models. Impli-
cations for research and practice are discussed.
Keywords Ethical leadership � Ethical role modeling �
Role models
Introduction
National surveys show that few Americans have much
confidence in the ethics and integrity of today’s leaders of
government, business, and other institutions (Jones 2011;
The Harris Poll 2011). Thus, the popular perception is that
ethical leadership in the workplace is weak. Given this
cynicism, it is important to understand the antecedents of
perceived ethical leadership. Knowing where ethical lead-
ership comes from can help organizations strengthen it in
the workplace, thus restoring trust in leadership.
Previous research (Treviño et al. 2000, 2003) has iden-
tified traits and behaviors associated with perceptions of
ethical leadership. In their qualitative research, Treviño
et al. proposed that in order to be perceived as an ethical
leader, a leader must be seen as both moral person and
moral manager. The moral person aspect of ethical lead-
ership reflects the leader’s honesty, integrity, trustworthi-
ness, caring about people, openness to input, respect, and
principled decision making. As moral managers, ethical
leaders use leadership tools such as rewards, discipline,
communication, and decision making to communicate the
importance ...
The Moral and Ethical Traits of Leaders and the Effects on the OrganizationRichard Jones
This document summarizes a literature review on the moral and ethical traits of leaders and their effects on organizations. The review found that a leader's ethics directly influence employee and group behavior, with ethical leaders serving as role models who foster ethical cultures and unethical leaders enabling deviant workplace behaviors. Studies showed groups are more likely to make unethical decisions when following a leader rather than deciding independently. However, engaging followers in ethical deliberation can mitigate a leader's influence and promote self-guided decision-making. The literature review concluded leaders have a significant impact on organizational ethics and performance through their own moral and ethical example and guidance of employee conduct.
Business Executives’ Perceptions of Ethical Leadershipand It.docxRAHUL126667
Business Executives’ Perceptions of Ethical Leadership
and Its Development
Catherine Marsh
Received: 6 July 2011 / Accepted: 22 May 2012 / Published online: 12 June 2012
� Springer Science+Business Media B.V. 2012
Abstract This paper summarized the findings of a qual-
itative study that examines the perceptions of ethical
leadership held by those who perceived themselves to be
ethical leaders, and how life experiences shaped the values
called upon when making ethical decisions. The experi-
ences of 28 business executives were shared with the
researcher, beginning with the recollection of a critical
incident that detailed an ethical issue with which each
executive had been involved. With the critical incident in
mind, each executive told the personal story that explained
the development of the values he or she called upon when
resolving the ethical issue described. The stories were
analyzed through the use of constant comparison, which
resulted in the development of two models: (1) a frame-
work for ethical leadership illuminating valued aspects of
ethical leaderships and the value perspectives called upon
when making ethical decisions, and (2) a model explaining
how the executives’ ethical frameworks developed. The
paper concludes with a brief discussion on virtue ethics,
experiential learning, and human resource development.
Keywords Ethics � Virtue � Leadership � Action learning
Introduction
As the daily news carries allegations of corrupt behavior in
all arenas of life, the world’s attention is focused on the
behavior of leaders in government, business, social, and
even religious institutions. The courts selectively prosecute
high profile-offenders, the Catholic Church sends priests
into retirement, and political candidates challenge one
another’s records for signs of moral weakness. Legislation,
in the form of the Sarbanes–Oxley Act of 2002, passed by
the United States Congress following the Enron, Tyco and
Worldcom scandals, has been enacted, but the scandals
continue.
Both executives and scholars are realizing that while
legislation is necessary, leadership may be the primary
determinant in ethical action. Gini (1998) stressed, ‘‘The
ethics of leadership—whether it be good or bad, positive or
negative—affects the ethos of the workplace and thereby
helps to form the ethical choices and decisions of the
workers in the workplace’’ (p. 28). Pollard (2005) stated,
‘‘While rules may bring a higher standard of accountability
and add the ‘stick’ of more penalties, they cannot deter-
mine the honesty, character, or integrity of the people
involved’’ (p. 14).
Lavengood (Pollard 2005) conceded that where public
policy leaves off, leadership must assist with the devel-
opment of a moral community that shapes human character
and behavior. Gough (1998) concurred and explained that
when caught in an internal struggle with regards to getting
ahead or doing the right thing, ‘‘The determining factor is ...
Business Executives’ Perceptions of Ethical Leadershipand It.docxfelicidaddinwoodie
Business Executives’ Perceptions of Ethical Leadership
and Its Development
Catherine Marsh
Received: 6 July 2011 / Accepted: 22 May 2012 / Published online: 12 June 2012
� Springer Science+Business Media B.V. 2012
Abstract This paper summarized the findings of a qual-
itative study that examines the perceptions of ethical
leadership held by those who perceived themselves to be
ethical leaders, and how life experiences shaped the values
called upon when making ethical decisions. The experi-
ences of 28 business executives were shared with the
researcher, beginning with the recollection of a critical
incident that detailed an ethical issue with which each
executive had been involved. With the critical incident in
mind, each executive told the personal story that explained
the development of the values he or she called upon when
resolving the ethical issue described. The stories were
analyzed through the use of constant comparison, which
resulted in the development of two models: (1) a frame-
work for ethical leadership illuminating valued aspects of
ethical leaderships and the value perspectives called upon
when making ethical decisions, and (2) a model explaining
how the executives’ ethical frameworks developed. The
paper concludes with a brief discussion on virtue ethics,
experiential learning, and human resource development.
Keywords Ethics � Virtue � Leadership � Action learning
Introduction
As the daily news carries allegations of corrupt behavior in
all arenas of life, the world’s attention is focused on the
behavior of leaders in government, business, social, and
even religious institutions. The courts selectively prosecute
high profile-offenders, the Catholic Church sends priests
into retirement, and political candidates challenge one
another’s records for signs of moral weakness. Legislation,
in the form of the Sarbanes–Oxley Act of 2002, passed by
the United States Congress following the Enron, Tyco and
Worldcom scandals, has been enacted, but the scandals
continue.
Both executives and scholars are realizing that while
legislation is necessary, leadership may be the primary
determinant in ethical action. Gini (1998) stressed, ‘‘The
ethics of leadership—whether it be good or bad, positive or
negative—affects the ethos of the workplace and thereby
helps to form the ethical choices and decisions of the
workers in the workplace’’ (p. 28). Pollard (2005) stated,
‘‘While rules may bring a higher standard of accountability
and add the ‘stick’ of more penalties, they cannot deter-
mine the honesty, character, or integrity of the people
involved’’ (p. 14).
Lavengood (Pollard 2005) conceded that where public
policy leaves off, leadership must assist with the devel-
opment of a moral community that shapes human character
and behavior. Gough (1998) concurred and explained that
when caught in an internal struggle with regards to getting
ahead or doing the right thing, ‘‘The determining factor is.
My Boss is Morally Disengaged The Role of Ethical Leader.docxgertrudebellgrove
This study examines the relationship between supervisor moral disengagement, employee perceptions of ethical leadership, and employee behaviors. It hypothesizes that:
1) Supervisor moral disengagement will be negatively related to employee perceptions of their ethical leadership.
2) Employee moral disengagement will moderate this relationship, such that the negative relationship will be stronger when employee moral disengagement is low versus high.
3) Ethical leadership will mediate the relationship between supervisor moral disengagement and employee outcomes like job performance and organizational citizenship behavior, depending on the level of employee moral disengagement.
The study aims to understand why leaders may fail to be perceived as ethical and the effects on employees, by applying
Briefly described your healthcare organization, including its cult.docxjasoninnes20
This document describes the development of an improved measure of ethical leadership. It summarizes existing measures and identifies their limitations, such as not including all key indicators of ethical leadership or including behaviors not directly relevant to ethical leadership. It then describes the new Ethical Leadership Questionnaire (ELQ) developed by the authors to address these limitations by focusing on the most essential qualities of ethical leadership independently of other leader behaviors. The authors assess the validity of the ELQ by examining its relationship to leader-member exchange quality and work unit performance. The results help evaluate the ELQ and provide insights into the benefits of ethical leadership.
SMART Goal Worksheet
Today’s Date
Target Date
Start Date
Date Achieved
Goal
Specific: What exactly will be accomplished?
Measurable: How will you know when the goal is reached?
Attainable: Are the resources available to reach the goal? If not how will they be obtained?
Role-Related: Is this goal hitting the correct audience?
Time-Bound: When will the goal be achieved?
MORALIZED LEADERSHIP: THE
CONSTRUCTION AND CONSEQUENCES OF
ETHICAL LEADER PERCEPTIONS
RYAN FEHR
University of Washington, Seattle
KAI CHI (SAM) YAM
National University of Singapore
CAROLYN DANG
University of New Mexico
In this article we examine the construction and consequences of ethical leader
perceptions. First, we introduce moralization as the primary process through which
followers come to view their leaders as ethical. Second, we use moral foundations
theory to illustrate the types of leader behavior that followers are most likely to
moralize. Third, we identify motivations to maintain moral self-regard and a moral
reputation as two distinct pathways through which moralization influences follower
behavior. Finally, we show how the values that underlie leaders’ moralized behavior
(e.g., compassion, loyalty) determine the specific types of follower behavior that
emerge (e.g., prosocial behavior, pro-organizational behavior).
History is replete with examples of leaders
who are renowned for their positions of moral1
authority—for their status as paragons of virtue
and goodness and for their ability to motivate
their followers to do good deeds. Martin Luther
King, Jr., worked for equal rights and inspired
his followers to fight for justice, while Mahatma
Gandhi emphasized compassion for the less for-
tunate. Winston Churchill is widely renowned
for demonstrating and inspiring loyalty to the
British Crown, while Mother Theresa is particu-
larly well-known for her emphasis on the sanc-
tity of body and spirit (Frimer, Biesanz, Walker,
& MacKinlay, 2013). Many CEOs, such as James
Burke of Johnson & Johnson, are admired for
their care and compassion, while others, such as
Whole Foods CEO John Mackey, are admired for
their focus on purity. Regardless of the actions
for which these leaders are most renowned (e.g.,
actions that reflect justice, compassion, loyalty,
or purity), all of them have demonstrated an
ability to leverage morality as a means of gar-
nering commitment to a cause, tapping into
their followers’ moral beliefs and conveying
what it takes to be moral in a given place and at
a given point in time.
In contrast to these canonical yet divergent
examples of ethical leaders, the organizational
sciences paint a comparatively narrow view of
what it means to be an ethical leader. Scholars
have cultivated a notion of ethical leaders as
the embodiment of justice and compassion, fa-
cilitating prosocial behavior and fair treatment
by showing their followers that this behavior is
expected and rewarded (Bass, 2008; Brown &
Treviño, 2006; Eisenbeiss, 2012). At t.
The Moral and Ethical Traits of Leaders and the Effects on the OrganizationRichard Jones
This document summarizes a literature review on the moral and ethical traits of leaders and their effects on organizations. The review found that a leader's ethics directly influence employee and group behavior, with ethical leaders serving as role models who foster ethical cultures and unethical leaders enabling deviant workplace behaviors. Studies showed groups are more likely to make unethical decisions when following a leader rather than deciding independently. However, engaging followers in ethical deliberation can mitigate a leader's influence and promote self-guided decision-making. The literature review concluded leaders have a significant impact on organizational ethics and performance through their own moral and ethical example and guidance of employee conduct.
Business Executives’ Perceptions of Ethical Leadershipand It.docxRAHUL126667
Business Executives’ Perceptions of Ethical Leadership
and Its Development
Catherine Marsh
Received: 6 July 2011 / Accepted: 22 May 2012 / Published online: 12 June 2012
� Springer Science+Business Media B.V. 2012
Abstract This paper summarized the findings of a qual-
itative study that examines the perceptions of ethical
leadership held by those who perceived themselves to be
ethical leaders, and how life experiences shaped the values
called upon when making ethical decisions. The experi-
ences of 28 business executives were shared with the
researcher, beginning with the recollection of a critical
incident that detailed an ethical issue with which each
executive had been involved. With the critical incident in
mind, each executive told the personal story that explained
the development of the values he or she called upon when
resolving the ethical issue described. The stories were
analyzed through the use of constant comparison, which
resulted in the development of two models: (1) a frame-
work for ethical leadership illuminating valued aspects of
ethical leaderships and the value perspectives called upon
when making ethical decisions, and (2) a model explaining
how the executives’ ethical frameworks developed. The
paper concludes with a brief discussion on virtue ethics,
experiential learning, and human resource development.
Keywords Ethics � Virtue � Leadership � Action learning
Introduction
As the daily news carries allegations of corrupt behavior in
all arenas of life, the world’s attention is focused on the
behavior of leaders in government, business, social, and
even religious institutions. The courts selectively prosecute
high profile-offenders, the Catholic Church sends priests
into retirement, and political candidates challenge one
another’s records for signs of moral weakness. Legislation,
in the form of the Sarbanes–Oxley Act of 2002, passed by
the United States Congress following the Enron, Tyco and
Worldcom scandals, has been enacted, but the scandals
continue.
Both executives and scholars are realizing that while
legislation is necessary, leadership may be the primary
determinant in ethical action. Gini (1998) stressed, ‘‘The
ethics of leadership—whether it be good or bad, positive or
negative—affects the ethos of the workplace and thereby
helps to form the ethical choices and decisions of the
workers in the workplace’’ (p. 28). Pollard (2005) stated,
‘‘While rules may bring a higher standard of accountability
and add the ‘stick’ of more penalties, they cannot deter-
mine the honesty, character, or integrity of the people
involved’’ (p. 14).
Lavengood (Pollard 2005) conceded that where public
policy leaves off, leadership must assist with the devel-
opment of a moral community that shapes human character
and behavior. Gough (1998) concurred and explained that
when caught in an internal struggle with regards to getting
ahead or doing the right thing, ‘‘The determining factor is ...
Business Executives’ Perceptions of Ethical Leadershipand It.docxfelicidaddinwoodie
Business Executives’ Perceptions of Ethical Leadership
and Its Development
Catherine Marsh
Received: 6 July 2011 / Accepted: 22 May 2012 / Published online: 12 June 2012
� Springer Science+Business Media B.V. 2012
Abstract This paper summarized the findings of a qual-
itative study that examines the perceptions of ethical
leadership held by those who perceived themselves to be
ethical leaders, and how life experiences shaped the values
called upon when making ethical decisions. The experi-
ences of 28 business executives were shared with the
researcher, beginning with the recollection of a critical
incident that detailed an ethical issue with which each
executive had been involved. With the critical incident in
mind, each executive told the personal story that explained
the development of the values he or she called upon when
resolving the ethical issue described. The stories were
analyzed through the use of constant comparison, which
resulted in the development of two models: (1) a frame-
work for ethical leadership illuminating valued aspects of
ethical leaderships and the value perspectives called upon
when making ethical decisions, and (2) a model explaining
how the executives’ ethical frameworks developed. The
paper concludes with a brief discussion on virtue ethics,
experiential learning, and human resource development.
Keywords Ethics � Virtue � Leadership � Action learning
Introduction
As the daily news carries allegations of corrupt behavior in
all arenas of life, the world’s attention is focused on the
behavior of leaders in government, business, social, and
even religious institutions. The courts selectively prosecute
high profile-offenders, the Catholic Church sends priests
into retirement, and political candidates challenge one
another’s records for signs of moral weakness. Legislation,
in the form of the Sarbanes–Oxley Act of 2002, passed by
the United States Congress following the Enron, Tyco and
Worldcom scandals, has been enacted, but the scandals
continue.
Both executives and scholars are realizing that while
legislation is necessary, leadership may be the primary
determinant in ethical action. Gini (1998) stressed, ‘‘The
ethics of leadership—whether it be good or bad, positive or
negative—affects the ethos of the workplace and thereby
helps to form the ethical choices and decisions of the
workers in the workplace’’ (p. 28). Pollard (2005) stated,
‘‘While rules may bring a higher standard of accountability
and add the ‘stick’ of more penalties, they cannot deter-
mine the honesty, character, or integrity of the people
involved’’ (p. 14).
Lavengood (Pollard 2005) conceded that where public
policy leaves off, leadership must assist with the devel-
opment of a moral community that shapes human character
and behavior. Gough (1998) concurred and explained that
when caught in an internal struggle with regards to getting
ahead or doing the right thing, ‘‘The determining factor is.
My Boss is Morally Disengaged The Role of Ethical Leader.docxgertrudebellgrove
This study examines the relationship between supervisor moral disengagement, employee perceptions of ethical leadership, and employee behaviors. It hypothesizes that:
1) Supervisor moral disengagement will be negatively related to employee perceptions of their ethical leadership.
2) Employee moral disengagement will moderate this relationship, such that the negative relationship will be stronger when employee moral disengagement is low versus high.
3) Ethical leadership will mediate the relationship between supervisor moral disengagement and employee outcomes like job performance and organizational citizenship behavior, depending on the level of employee moral disengagement.
The study aims to understand why leaders may fail to be perceived as ethical and the effects on employees, by applying
Briefly described your healthcare organization, including its cult.docxjasoninnes20
This document describes the development of an improved measure of ethical leadership. It summarizes existing measures and identifies their limitations, such as not including all key indicators of ethical leadership or including behaviors not directly relevant to ethical leadership. It then describes the new Ethical Leadership Questionnaire (ELQ) developed by the authors to address these limitations by focusing on the most essential qualities of ethical leadership independently of other leader behaviors. The authors assess the validity of the ELQ by examining its relationship to leader-member exchange quality and work unit performance. The results help evaluate the ELQ and provide insights into the benefits of ethical leadership.
SMART Goal Worksheet
Today’s Date
Target Date
Start Date
Date Achieved
Goal
Specific: What exactly will be accomplished?
Measurable: How will you know when the goal is reached?
Attainable: Are the resources available to reach the goal? If not how will they be obtained?
Role-Related: Is this goal hitting the correct audience?
Time-Bound: When will the goal be achieved?
MORALIZED LEADERSHIP: THE
CONSTRUCTION AND CONSEQUENCES OF
ETHICAL LEADER PERCEPTIONS
RYAN FEHR
University of Washington, Seattle
KAI CHI (SAM) YAM
National University of Singapore
CAROLYN DANG
University of New Mexico
In this article we examine the construction and consequences of ethical leader
perceptions. First, we introduce moralization as the primary process through which
followers come to view their leaders as ethical. Second, we use moral foundations
theory to illustrate the types of leader behavior that followers are most likely to
moralize. Third, we identify motivations to maintain moral self-regard and a moral
reputation as two distinct pathways through which moralization influences follower
behavior. Finally, we show how the values that underlie leaders’ moralized behavior
(e.g., compassion, loyalty) determine the specific types of follower behavior that
emerge (e.g., prosocial behavior, pro-organizational behavior).
History is replete with examples of leaders
who are renowned for their positions of moral1
authority—for their status as paragons of virtue
and goodness and for their ability to motivate
their followers to do good deeds. Martin Luther
King, Jr., worked for equal rights and inspired
his followers to fight for justice, while Mahatma
Gandhi emphasized compassion for the less for-
tunate. Winston Churchill is widely renowned
for demonstrating and inspiring loyalty to the
British Crown, while Mother Theresa is particu-
larly well-known for her emphasis on the sanc-
tity of body and spirit (Frimer, Biesanz, Walker,
& MacKinlay, 2013). Many CEOs, such as James
Burke of Johnson & Johnson, are admired for
their care and compassion, while others, such as
Whole Foods CEO John Mackey, are admired for
their focus on purity. Regardless of the actions
for which these leaders are most renowned (e.g.,
actions that reflect justice, compassion, loyalty,
or purity), all of them have demonstrated an
ability to leverage morality as a means of gar-
nering commitment to a cause, tapping into
their followers’ moral beliefs and conveying
what it takes to be moral in a given place and at
a given point in time.
In contrast to these canonical yet divergent
examples of ethical leaders, the organizational
sciences paint a comparatively narrow view of
what it means to be an ethical leader. Scholars
have cultivated a notion of ethical leaders as
the embodiment of justice and compassion, fa-
cilitating prosocial behavior and fair treatment
by showing their followers that this behavior is
expected and rewarded (Bass, 2008; Brown &
Treviño, 2006; Eisenbeiss, 2012). At t.
Ethical leaders act consistently on their moral values across situations and barriers. The researchers developed the Ethical Leadership Behavior Scale to measure ethical leadership through specific behaviors rather than abstract attributes. An initial study with 592 employees found the scale reliably assessed a variety of ethical behaviors of varying difficulty. Higher scores on the scale predicted important employee attitudes like job satisfaction and outcomes like fewer health complaints, demonstrating the value of ethical leadership.
Vol.(0123456789)1 3 journal of business ethics (2019) 160ojas18
This document presents a study examining how leader character strengths relate to ethical leadership and leader outcomes. The study tests a model showing that the character strengths of honesty/humility, empathy, and moral courage are associated with ethical leadership for leaders with high self-control, and that ethical leadership is then associated with higher psychological flourishing and in-role performance for leaders. The study uses data from 218 US Air Force officers, their subordinates, and superiors to provide initial support for the model.
Hi. i have research about the relationship between leadership lemodi11
This summary provides an overview of transformational leadership theory:
Transformational leadership is a process that changes and transforms people through exceptional influence. It involves engaging with followers in a way that raises motivation and morality in both leader and follower. In contrast to transactional leadership which focuses on exchanges, transformational leadership focuses on inspiring followers and helping them reach their fullest potential. Examples of transformational leaders include Gandhi and Ryan White. Research shows transformational leadership can result in positive psychological gains for both leaders and followers.
The art and science of leadership 6e afsaneh nahavandi test bankIvan Olegov
This document provides a summary of the table of contents and features of the textbook "The Art and Science of Leadership 6e" by Afsaneh Nahavandi. The textbook covers topics on leadership theories, contemporary leadership concepts, leading teams and change. It has a strong application focus, cross-cultural perspective, and includes self-assessments and exercises. Research on leadership focuses on transformational leadership and its effects on employee and company outcomes. Recent studies also examine the roles of followership, gender, and destructive leadership on organizations.
Ethical Leadership and Reputation Combined Indirect EffectsBetseyCalderon89
This document summarizes a study that examines how ethical leadership and a supervisor's reputation for performance interact to influence employee behaviors. The study hypothesizes that:
1) Ethical leadership will be positively related to employees' affective commitment to the organization.
2) A supervisor's reputation for performance will moderate the relationship between ethical leadership and affective commitment, such that the relationship will be stronger when reputation for performance is high.
3) Increased affective commitment will be associated with decreased organizational deviance, resulting in an indirect effect of ethical leadership on deviance through commitment. The study aims to provide empirical evidence regarding boundary conditions of ethical leadership's effectiveness.
Ethical leadership and reputation combined indirect effectsaman39650
This document summarizes a study that examines how ethical leadership can indirectly reduce organizational deviance (harmful or illegal behaviors) through increased employee affective commitment to the organization. The study hypothesizes and confirms through a sample of 224 employees that:
1) Ethical leadership increases employee affective commitment to the organization, which in turn decreases organizational deviance.
2) This relationship is stronger when the supervisor also has a high reputation for job performance, showing that ethics and effectiveness can be compatible.
3) Therefore, ethical leadership most effectively improves employee behaviors and reduces deviance when combined with a supervisor's reputation for competence.
Challenges in leading and managing people in educational institutions are worthwhile indicators that require constant checks and adjustments. These verifications are necessary because humans are complex beings and whose thinking faculties are not fixed and often guided by situational and environmental factors. Consequently, they must have divergent views which may pose unpredictable problems to administrators. Only very smart and ardent leaders maybe quick to detect, withstand and overcome such inevitables. The need for such challenges to be identified and controlled before they galvanize subordinates into negative behavioral tendencies cannot be under-estimated. This paper therefore examined possible challenges which may manifest as impediments or hindrances to the effective leading and managing of people in educational institutions in Cameroon. A number of challenges were examined and discussed in the paper. Suggestions for ways of checking and controlling the challenges have been made to serve as a reservoir of checks and guides for school administrators and leaders. The paper cautions school managers to be tactful and apply modern charismatic approaches in the control, directing of staff and managing of their institutions.
For the Good or the Bad Interactive Effects of Transformation.docxAKHIL969626
For the Good or the Bad? Interactive Effects of Transformational
Leadership with Moral and Authoritarian Leadership Behaviors
Sebastian C. Schuh • Xin-an Zhang •
Peng Tian
Received: 16 July 2012 / Accepted: 7 September 2012 / Published online: 24 September 2012
� Springer Science+Business Media B.V. 2012
Abstract Although the ethical aspects of transformational
leadership have attracted considerable attention, very little is
known about followers’ reactions to the moral and immoral
conduct of transformational leaders. Against this background,
this study examined whether and how transformational lead-
ership interacts with moral and authoritarian leadership
behaviors in predicting followers’ in-role and extra-role
efforts. Building on attribution theory, we hypothesized that
the positive and negative effects of these leadership behaviors
would be particularly pronounced for highly transformational
leaders given that this leadership style elicits strong attention
and sense-making efforts among followers. We tested our
model in a sample of 228 individuals comprising 114 leader–
follower dyads from a wide range of organizations and
industries. In line with our hypotheses, results revealed that for
highly transformational leaders, moral leadership behaviors
related positively to employees’ in-role and extra-role efforts
whereas authoritarian leadership behaviors related negatively
to employees’ in-role and extra-role efforts. In contrast, moral
and authoritarian leadership behaviors did not significantly
affect followers’ reactions to leaders low in transformational
leadership. Taken together, these findings suggest that trans-
formational leadership, contrary to its largely positive per-
ception in the literature, can be a rather mixed blessing.
Implications for theory, future research, and managerial
practice are discussed.
Keywords Authentic transformational leadership �
Authoritarian leadership � Extra-role performance �
In-role performance � Moral leadership �
Pseudo-transformational leadership
When it comes to severe wrongdoings in the organizational
domain, it is not uncommon that leaders who had been
praised as visionary and transformational play a crucial
role (Bass 2008). Indeed, whereas transformational lead-
ership has often been regarded as a leadership behavior that
considers and emphasizes ethical standards (Burns 1978),
several scholars have questioned its inherent morality
(Bass and Steidlmeier 1999; Conger and Kanungo 1998;
Price 2003). Specifically, they have pointed out that
transformational leadership behaviors (e.g., vision, inspi-
ration, and role modeling; Bass 1985) do not have to be
applied in the interest of the common good. Indeed, these
behaviors seem to be equally effective in pursuing immoral
purposes and to increase the personal power and status of
the leader. As Price (2003) posited, transformational
behaviors are ‘‘morally neutral’’ (p. 70) and whether they
are used ...
This study examines the relationships between servant leadership, subordinates' trust in their leader, job satisfaction, and organizational tenure. The researchers hypothesized that:
1. Servant leadership would be positively associated with trust in leader and job satisfaction.
2. Trust in leader would mediate the relationship between servant leadership and job satisfaction.
3. The positive effects of servant leadership on trust in leader and job satisfaction would be stronger for subordinates with shorter organizational tenure.
4. Trust in leader would mediate the joint effects of servant leadership and organizational tenure on job satisfaction.
The researchers surveyed 218 employees at a private company in China to test these hypotheses and better understand how servant leadership influences subordinates' attitudes.
Transformational leadership causes positive changes in individuals and social systems to develop followers into leaders. Female leaders are often associated with participative and democratic styles and succeed using transformational approaches, which matches their traits of being more tolerant and accommodating. Leadership is influenced by traits, behaviors, and environmental and socio-cultural factors.
The document discusses the importance of school leaders being role models. It highlights perspectives from interviews with outstanding school principals who believe that being a role model is essential to being a successful leader and gaining the trust and respect of teachers, students, and other stakeholders. The principals described modeling good values by coming to school early, staying late, and setting a good example for others to follow. The document also reviews literature supporting the idea that transformational leaders act as role models who inspire others through exemplifying their moral values in both words and actions. Role modeling high standards and values is an effective way for leaders to influence and teach others.
Psych_240_-_Leadership_Presentation[1] class version.pptPriyaShandilya4
This document summarizes three articles on leadership and personality. The first article finds that extraversion has the strongest correlation with transformational leadership behaviors. It also finds that neuroticism is negatively correlated with transformational leadership. The second article examines how extraversion relates to emergent leadership in groups, finding extraverted men are more likely to emerge as leaders when observed by an attractive female observer. The third article discusses gender differences in the prediction of transformational leadership from personality traits, finding extraversion is a stronger predictor for women.
The document discusses several key aspects of leadership scope and effective leadership. It defines leadership as establishing a vision and guiding others towards achieving common goals. It also discusses that leadership scope is determined by factors like purpose, skills, and respect. Effective leadership involves maintaining high ethical standards, creating a healthy organizational culture, understanding how to facilitate change, and making decisions through participative processes. Leadership is strongly tied to effective communication to influence and guide followers.
The present title of the problem is “A comparative study of leadership effectiveness i.e.,
interpersonal relations, intellectual operations, behavioural and emotional stability, ethical and moral strength,
operation as a citizen between male and female in Mizo- population”
Dwight
Evaluation
Leadership style assessments certainly have a place within the organization. The effectiveness of a leadership style assessment will depend on what type of assessment and what the organizational needs are. Multi-source feedback assessments are supposed to give a 360 degree look at a leader and give the organization a valuable outcome in the evaluation of the leader (MacKie, 2015). Using multi-source feedback assessments can be extremely beneficial as long as the assessment is properly paired with the organizational goals and needs. Assessing a leader from multi perspectives is truly a holistic approach. But, organizations need to recognize that no leadership style assessment is not without its limitations.
Next, the behavior approach is one of four approaches to leadership. Three of which all have weaknesses; traits, skills, and behavior. But the fourth approach to leadership, the situational approach demonstrates the flexibility of a leader (Northouse2016, 2016). In today’s dynamic and complex business environment, flexible leaders bring the most value to an organization. The situational approach allows the leader to apply the other three approaches given the circumstances. As an Army leader I found this approach to be extremely effective while leading in combat and non-combat situations.
Explanation of Usefulness
Of equal importance is the usefulness leadership style assessments and the behavior approach have on an organization. Once an organization has clearly defined the goals and purpose of conducting an assessment, and then subsequently the correct assessment is used, the results will certainly help the organization. In this case, using an assessment to evaluate the benefits of a behavior approach to leadership will allow the organization to determine what needs to be done, how it needs to be done, and how fast it needs to be done (Saxena, 2014). Additionally, the behavior approach (if the relationship behavior is used), can give subordinates the motivation needed to achieve the desired outcome through a better understanding of themselves.
Explanation of Impact
The impact of leadership assessments on an individual can be positive or negative. Again, this directly correlates to the goals and expectations of the organization when the assessment is implemented. For the individual, it could potentially identify strengths and weaknesses. Thus, giving the individual the opportunity to grow and learn from the assessment. Simultaneously, the organization discovers how these strengths and weaknesses fit into the organization’s goals. Once they have identified where and how an individual nest into the organization, a holistic approach to achieving those goals can be developed (Northouse2016, 2016). In comparison, using a behavior approach assessment will yield valuable information about subordinates’ behavior patterns. Which equates to the organization knowing and understanding their employees. Understanding behavio.
A Literature Review On Leadership Styles And ConflictJeff Brooks
This document provides an overview of a literature review on leadership styles and conflict. It discusses different leadership styles that have emerged over time based on a review of research articles and books. The key leadership styles mentioned are transformational and transactional leadership. Transformational leadership views leadership as a shared process that can transform individuals and organizations to greater heights. The document also discusses the evolution of leadership theories from the great man theory to more modern theories like transformational leadership. It provides context on behavioral and trait-based leadership theories from previous decades.
O impacto da liderança transacional e transformacional sobre a cidadania org...Psicologia_2015
This document summarizes a research study that investigated the impact of transactional and transformational leadership styles on organizational citizenship behaviors. The study surveyed 213 workers who completed scales measuring leadership style and organizational citizenship. Regression analysis showed that transactional leadership positively predicted behaviors related to creating a favorable external climate, while transformational leadership positively predicted creative suggestions, external climate, self-training, and colleague cooperation. Transformational leadership had a greater predictive impact on organizational citizenship behaviors than transactional leadership. The conclusion was that transformational leaders are better able to motivate subordinates to engage in extra-role behaviors beyond their job requirements.
Your new clientsThe Wagner’s – Scott and Ella are a young marri.docxDustiBuckner14
Your new clients:
The Wagner’s – Scott and Ella are a young married couple who just purchased a
townhome in the Heights area of Houston. He works in finance, and she is a Dr. They
prefer clean lines, not a lot of “fluff” but want their home to be comfortable and inviting.
The bedroom and bathroom need to have a relaxing “get away” feel as they both work
long hours. They have no children.
Develop and Prepare (3) Written Design Concepts for a Master Bedroom Suite - You
must use the “What, Why & How” Method presented in class
project will have its own unique Design Concept
You will use your Design Concepts to make selections and provide an overall design
scheme for each client
You will find images of all of your selections and include in your presentation
You will create (3) Schemes and present in a digital format.
Design/Presentation requirements are below:
Bedroom Materials/Finishes: Ceiling/Walls/Floors/Window Treatments
Bedroom Furniture Selections: Bed, Nightstands, Dresser, Art/Accessories, TV
Bedroom Light Fixtures
Bathroom Materials/Finishes: Ceiling/Walls/Floors/Millwork (counter & cabinets)
Bathroom FF&E Selections: Tub, Sinks, Shower & Sink Fittings, Lighting
Remember, you need to think about how you would like the bedroom to function,
and what your “concept” would be. Think about seating areas, sleeping area,
storage, dressing area, etc. This is your opportunity to be creative!
What is your concept statement? What is the programming? (Here are some questions
to ask)
What size bed?
What types of furniture needed? (Headboard, dresser, lounge chair, rug, etc.)
Comfort level and design style (contemporary, traditional, transitional)
Lighting and TV requirements?
Accessories?
You will:
Take the plan that was given to you and research and decide what furnishings
you would like to propose for each client.
Create a Programming slide identifying needs and requirements and your
solutions.
Create a brief Concept Statement slide summarizing your design intent. This
statement should also communicate the mood or feel you are attempting to
evoke.
Create a “working” presentation of your suggestions to review. This will consist of
several slides with your suggestions.
.
Writing Conclusions for Research PapersWhat is the purpose.docxDustiBuckner14
Writing Conclusions for Research Papers
What is the purpose of a conclusion?
A conclusion is supposed to provide the “final verdict,” or the “moral of the story” for the essay.
It is the writer’s last attempt at providing a memorable ending to the paper.
It explains why the topic is important and what the reader should learn from it.
A conclusion is not…
A repetition of the thesis statement and its points
Only a summary of the paper’s main points
A paragraph so detailed is resembles a body paragraph
A paragraph that goes into a new or unrelated topic
Two or three sentences long (i.e. “two sentences plus a catchy quote.”
Example of good conclusions
Making a recommendation or offering a solution to the problem
In conclusion, social media is not only responsible in many cases for ruining a marriage, sometimes it is responsible for ruining the entire family balance. These social platforms affect the stability of the couple creating a detachment in the everyday life; once the stability is broken and the distance starts to increase, most likely a sense of jealousy will generate and possibly lead to infidelity. It is easy for many users to blame social media for the end of their marriage, and because of this, it is important to use social media for a limited time with non-malicious intentions. The responsible use of the platforms may protect marriages from being permanently damaged and give a couple the possibility to live a much happier life together.
Painting a picture of the future if the problem is solved or handled correctly
Modern technology continues to prove its merit within the medical field furthering our understanding of ADHD as well as providing invaluable resources available to the public and educational institutions in which to simplify the management of this troublesome condition. It’s used to aid children throughout their academic endeavors, which, will dictate how they enter society and cope with symptoms that will be with them until future technology can find a cure. Data collection will only grow as technology is further implemented in ADHD treatment and is the key to developing the individual treatment plans that will help future generations thrive. The benefits of modern technology towards adolescents suffering from ADHD are plentiful and may one day eliminate the condition. This future is welcomed and one with great promise.
Painting a picture of the future if the problem is NOT solved or handled correctly
All in all, technology is growing at an extraordinarily exponential pace allowing us to be more connected and in tune than ever before. However, while we grow more connected online, we grow more apart in real life which in turn hurts our social skills, disconnects us from each other, degrades our interpersonal skills, makes it easier to commit crimes, and pulls friends and family apart. With almost everything in life there is undoubtedly an equal number of cons.
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Ethical leaders act consistently on their moral values across situations and barriers. The researchers developed the Ethical Leadership Behavior Scale to measure ethical leadership through specific behaviors rather than abstract attributes. An initial study with 592 employees found the scale reliably assessed a variety of ethical behaviors of varying difficulty. Higher scores on the scale predicted important employee attitudes like job satisfaction and outcomes like fewer health complaints, demonstrating the value of ethical leadership.
Vol.(0123456789)1 3 journal of business ethics (2019) 160ojas18
This document presents a study examining how leader character strengths relate to ethical leadership and leader outcomes. The study tests a model showing that the character strengths of honesty/humility, empathy, and moral courage are associated with ethical leadership for leaders with high self-control, and that ethical leadership is then associated with higher psychological flourishing and in-role performance for leaders. The study uses data from 218 US Air Force officers, their subordinates, and superiors to provide initial support for the model.
Hi. i have research about the relationship between leadership lemodi11
This summary provides an overview of transformational leadership theory:
Transformational leadership is a process that changes and transforms people through exceptional influence. It involves engaging with followers in a way that raises motivation and morality in both leader and follower. In contrast to transactional leadership which focuses on exchanges, transformational leadership focuses on inspiring followers and helping them reach their fullest potential. Examples of transformational leaders include Gandhi and Ryan White. Research shows transformational leadership can result in positive psychological gains for both leaders and followers.
The art and science of leadership 6e afsaneh nahavandi test bankIvan Olegov
This document provides a summary of the table of contents and features of the textbook "The Art and Science of Leadership 6e" by Afsaneh Nahavandi. The textbook covers topics on leadership theories, contemporary leadership concepts, leading teams and change. It has a strong application focus, cross-cultural perspective, and includes self-assessments and exercises. Research on leadership focuses on transformational leadership and its effects on employee and company outcomes. Recent studies also examine the roles of followership, gender, and destructive leadership on organizations.
Ethical Leadership and Reputation Combined Indirect EffectsBetseyCalderon89
This document summarizes a study that examines how ethical leadership and a supervisor's reputation for performance interact to influence employee behaviors. The study hypothesizes that:
1) Ethical leadership will be positively related to employees' affective commitment to the organization.
2) A supervisor's reputation for performance will moderate the relationship between ethical leadership and affective commitment, such that the relationship will be stronger when reputation for performance is high.
3) Increased affective commitment will be associated with decreased organizational deviance, resulting in an indirect effect of ethical leadership on deviance through commitment. The study aims to provide empirical evidence regarding boundary conditions of ethical leadership's effectiveness.
Ethical leadership and reputation combined indirect effectsaman39650
This document summarizes a study that examines how ethical leadership can indirectly reduce organizational deviance (harmful or illegal behaviors) through increased employee affective commitment to the organization. The study hypothesizes and confirms through a sample of 224 employees that:
1) Ethical leadership increases employee affective commitment to the organization, which in turn decreases organizational deviance.
2) This relationship is stronger when the supervisor also has a high reputation for job performance, showing that ethics and effectiveness can be compatible.
3) Therefore, ethical leadership most effectively improves employee behaviors and reduces deviance when combined with a supervisor's reputation for competence.
Challenges in leading and managing people in educational institutions are worthwhile indicators that require constant checks and adjustments. These verifications are necessary because humans are complex beings and whose thinking faculties are not fixed and often guided by situational and environmental factors. Consequently, they must have divergent views which may pose unpredictable problems to administrators. Only very smart and ardent leaders maybe quick to detect, withstand and overcome such inevitables. The need for such challenges to be identified and controlled before they galvanize subordinates into negative behavioral tendencies cannot be under-estimated. This paper therefore examined possible challenges which may manifest as impediments or hindrances to the effective leading and managing of people in educational institutions in Cameroon. A number of challenges were examined and discussed in the paper. Suggestions for ways of checking and controlling the challenges have been made to serve as a reservoir of checks and guides for school administrators and leaders. The paper cautions school managers to be tactful and apply modern charismatic approaches in the control, directing of staff and managing of their institutions.
For the Good or the Bad Interactive Effects of Transformation.docxAKHIL969626
For the Good or the Bad? Interactive Effects of Transformational
Leadership with Moral and Authoritarian Leadership Behaviors
Sebastian C. Schuh • Xin-an Zhang •
Peng Tian
Received: 16 July 2012 / Accepted: 7 September 2012 / Published online: 24 September 2012
� Springer Science+Business Media B.V. 2012
Abstract Although the ethical aspects of transformational
leadership have attracted considerable attention, very little is
known about followers’ reactions to the moral and immoral
conduct of transformational leaders. Against this background,
this study examined whether and how transformational lead-
ership interacts with moral and authoritarian leadership
behaviors in predicting followers’ in-role and extra-role
efforts. Building on attribution theory, we hypothesized that
the positive and negative effects of these leadership behaviors
would be particularly pronounced for highly transformational
leaders given that this leadership style elicits strong attention
and sense-making efforts among followers. We tested our
model in a sample of 228 individuals comprising 114 leader–
follower dyads from a wide range of organizations and
industries. In line with our hypotheses, results revealed that for
highly transformational leaders, moral leadership behaviors
related positively to employees’ in-role and extra-role efforts
whereas authoritarian leadership behaviors related negatively
to employees’ in-role and extra-role efforts. In contrast, moral
and authoritarian leadership behaviors did not significantly
affect followers’ reactions to leaders low in transformational
leadership. Taken together, these findings suggest that trans-
formational leadership, contrary to its largely positive per-
ception in the literature, can be a rather mixed blessing.
Implications for theory, future research, and managerial
practice are discussed.
Keywords Authentic transformational leadership �
Authoritarian leadership � Extra-role performance �
In-role performance � Moral leadership �
Pseudo-transformational leadership
When it comes to severe wrongdoings in the organizational
domain, it is not uncommon that leaders who had been
praised as visionary and transformational play a crucial
role (Bass 2008). Indeed, whereas transformational lead-
ership has often been regarded as a leadership behavior that
considers and emphasizes ethical standards (Burns 1978),
several scholars have questioned its inherent morality
(Bass and Steidlmeier 1999; Conger and Kanungo 1998;
Price 2003). Specifically, they have pointed out that
transformational leadership behaviors (e.g., vision, inspi-
ration, and role modeling; Bass 1985) do not have to be
applied in the interest of the common good. Indeed, these
behaviors seem to be equally effective in pursuing immoral
purposes and to increase the personal power and status of
the leader. As Price (2003) posited, transformational
behaviors are ‘‘morally neutral’’ (p. 70) and whether they
are used ...
This study examines the relationships between servant leadership, subordinates' trust in their leader, job satisfaction, and organizational tenure. The researchers hypothesized that:
1. Servant leadership would be positively associated with trust in leader and job satisfaction.
2. Trust in leader would mediate the relationship between servant leadership and job satisfaction.
3. The positive effects of servant leadership on trust in leader and job satisfaction would be stronger for subordinates with shorter organizational tenure.
4. Trust in leader would mediate the joint effects of servant leadership and organizational tenure on job satisfaction.
The researchers surveyed 218 employees at a private company in China to test these hypotheses and better understand how servant leadership influences subordinates' attitudes.
Transformational leadership causes positive changes in individuals and social systems to develop followers into leaders. Female leaders are often associated with participative and democratic styles and succeed using transformational approaches, which matches their traits of being more tolerant and accommodating. Leadership is influenced by traits, behaviors, and environmental and socio-cultural factors.
The document discusses the importance of school leaders being role models. It highlights perspectives from interviews with outstanding school principals who believe that being a role model is essential to being a successful leader and gaining the trust and respect of teachers, students, and other stakeholders. The principals described modeling good values by coming to school early, staying late, and setting a good example for others to follow. The document also reviews literature supporting the idea that transformational leaders act as role models who inspire others through exemplifying their moral values in both words and actions. Role modeling high standards and values is an effective way for leaders to influence and teach others.
Psych_240_-_Leadership_Presentation[1] class version.pptPriyaShandilya4
This document summarizes three articles on leadership and personality. The first article finds that extraversion has the strongest correlation with transformational leadership behaviors. It also finds that neuroticism is negatively correlated with transformational leadership. The second article examines how extraversion relates to emergent leadership in groups, finding extraverted men are more likely to emerge as leaders when observed by an attractive female observer. The third article discusses gender differences in the prediction of transformational leadership from personality traits, finding extraversion is a stronger predictor for women.
The document discusses several key aspects of leadership scope and effective leadership. It defines leadership as establishing a vision and guiding others towards achieving common goals. It also discusses that leadership scope is determined by factors like purpose, skills, and respect. Effective leadership involves maintaining high ethical standards, creating a healthy organizational culture, understanding how to facilitate change, and making decisions through participative processes. Leadership is strongly tied to effective communication to influence and guide followers.
The present title of the problem is “A comparative study of leadership effectiveness i.e.,
interpersonal relations, intellectual operations, behavioural and emotional stability, ethical and moral strength,
operation as a citizen between male and female in Mizo- population”
Dwight
Evaluation
Leadership style assessments certainly have a place within the organization. The effectiveness of a leadership style assessment will depend on what type of assessment and what the organizational needs are. Multi-source feedback assessments are supposed to give a 360 degree look at a leader and give the organization a valuable outcome in the evaluation of the leader (MacKie, 2015). Using multi-source feedback assessments can be extremely beneficial as long as the assessment is properly paired with the organizational goals and needs. Assessing a leader from multi perspectives is truly a holistic approach. But, organizations need to recognize that no leadership style assessment is not without its limitations.
Next, the behavior approach is one of four approaches to leadership. Three of which all have weaknesses; traits, skills, and behavior. But the fourth approach to leadership, the situational approach demonstrates the flexibility of a leader (Northouse2016, 2016). In today’s dynamic and complex business environment, flexible leaders bring the most value to an organization. The situational approach allows the leader to apply the other three approaches given the circumstances. As an Army leader I found this approach to be extremely effective while leading in combat and non-combat situations.
Explanation of Usefulness
Of equal importance is the usefulness leadership style assessments and the behavior approach have on an organization. Once an organization has clearly defined the goals and purpose of conducting an assessment, and then subsequently the correct assessment is used, the results will certainly help the organization. In this case, using an assessment to evaluate the benefits of a behavior approach to leadership will allow the organization to determine what needs to be done, how it needs to be done, and how fast it needs to be done (Saxena, 2014). Additionally, the behavior approach (if the relationship behavior is used), can give subordinates the motivation needed to achieve the desired outcome through a better understanding of themselves.
Explanation of Impact
The impact of leadership assessments on an individual can be positive or negative. Again, this directly correlates to the goals and expectations of the organization when the assessment is implemented. For the individual, it could potentially identify strengths and weaknesses. Thus, giving the individual the opportunity to grow and learn from the assessment. Simultaneously, the organization discovers how these strengths and weaknesses fit into the organization’s goals. Once they have identified where and how an individual nest into the organization, a holistic approach to achieving those goals can be developed (Northouse2016, 2016). In comparison, using a behavior approach assessment will yield valuable information about subordinates’ behavior patterns. Which equates to the organization knowing and understanding their employees. Understanding behavio.
A Literature Review On Leadership Styles And ConflictJeff Brooks
This document provides an overview of a literature review on leadership styles and conflict. It discusses different leadership styles that have emerged over time based on a review of research articles and books. The key leadership styles mentioned are transformational and transactional leadership. Transformational leadership views leadership as a shared process that can transform individuals and organizations to greater heights. The document also discusses the evolution of leadership theories from the great man theory to more modern theories like transformational leadership. It provides context on behavioral and trait-based leadership theories from previous decades.
O impacto da liderança transacional e transformacional sobre a cidadania org...Psicologia_2015
This document summarizes a research study that investigated the impact of transactional and transformational leadership styles on organizational citizenship behaviors. The study surveyed 213 workers who completed scales measuring leadership style and organizational citizenship. Regression analysis showed that transactional leadership positively predicted behaviors related to creating a favorable external climate, while transformational leadership positively predicted creative suggestions, external climate, self-training, and colleague cooperation. Transformational leadership had a greater predictive impact on organizational citizenship behaviors than transactional leadership. The conclusion was that transformational leaders are better able to motivate subordinates to engage in extra-role behaviors beyond their job requirements.
Your new clientsThe Wagner’s – Scott and Ella are a young marri.docxDustiBuckner14
Your new clients:
The Wagner’s – Scott and Ella are a young married couple who just purchased a
townhome in the Heights area of Houston. He works in finance, and she is a Dr. They
prefer clean lines, not a lot of “fluff” but want their home to be comfortable and inviting.
The bedroom and bathroom need to have a relaxing “get away” feel as they both work
long hours. They have no children.
Develop and Prepare (3) Written Design Concepts for a Master Bedroom Suite - You
must use the “What, Why & How” Method presented in class
project will have its own unique Design Concept
You will use your Design Concepts to make selections and provide an overall design
scheme for each client
You will find images of all of your selections and include in your presentation
You will create (3) Schemes and present in a digital format.
Design/Presentation requirements are below:
Bedroom Materials/Finishes: Ceiling/Walls/Floors/Window Treatments
Bedroom Furniture Selections: Bed, Nightstands, Dresser, Art/Accessories, TV
Bedroom Light Fixtures
Bathroom Materials/Finishes: Ceiling/Walls/Floors/Millwork (counter & cabinets)
Bathroom FF&E Selections: Tub, Sinks, Shower & Sink Fittings, Lighting
Remember, you need to think about how you would like the bedroom to function,
and what your “concept” would be. Think about seating areas, sleeping area,
storage, dressing area, etc. This is your opportunity to be creative!
What is your concept statement? What is the programming? (Here are some questions
to ask)
What size bed?
What types of furniture needed? (Headboard, dresser, lounge chair, rug, etc.)
Comfort level and design style (contemporary, traditional, transitional)
Lighting and TV requirements?
Accessories?
You will:
Take the plan that was given to you and research and decide what furnishings
you would like to propose for each client.
Create a Programming slide identifying needs and requirements and your
solutions.
Create a brief Concept Statement slide summarizing your design intent. This
statement should also communicate the mood or feel you are attempting to
evoke.
Create a “working” presentation of your suggestions to review. This will consist of
several slides with your suggestions.
.
Writing Conclusions for Research PapersWhat is the purpose.docxDustiBuckner14
Writing Conclusions for Research Papers
What is the purpose of a conclusion?
A conclusion is supposed to provide the “final verdict,” or the “moral of the story” for the essay.
It is the writer’s last attempt at providing a memorable ending to the paper.
It explains why the topic is important and what the reader should learn from it.
A conclusion is not…
A repetition of the thesis statement and its points
Only a summary of the paper’s main points
A paragraph so detailed is resembles a body paragraph
A paragraph that goes into a new or unrelated topic
Two or three sentences long (i.e. “two sentences plus a catchy quote.”
Example of good conclusions
Making a recommendation or offering a solution to the problem
In conclusion, social media is not only responsible in many cases for ruining a marriage, sometimes it is responsible for ruining the entire family balance. These social platforms affect the stability of the couple creating a detachment in the everyday life; once the stability is broken and the distance starts to increase, most likely a sense of jealousy will generate and possibly lead to infidelity. It is easy for many users to blame social media for the end of their marriage, and because of this, it is important to use social media for a limited time with non-malicious intentions. The responsible use of the platforms may protect marriages from being permanently damaged and give a couple the possibility to live a much happier life together.
Painting a picture of the future if the problem is solved or handled correctly
Modern technology continues to prove its merit within the medical field furthering our understanding of ADHD as well as providing invaluable resources available to the public and educational institutions in which to simplify the management of this troublesome condition. It’s used to aid children throughout their academic endeavors, which, will dictate how they enter society and cope with symptoms that will be with them until future technology can find a cure. Data collection will only grow as technology is further implemented in ADHD treatment and is the key to developing the individual treatment plans that will help future generations thrive. The benefits of modern technology towards adolescents suffering from ADHD are plentiful and may one day eliminate the condition. This future is welcomed and one with great promise.
Painting a picture of the future if the problem is NOT solved or handled correctly
All in all, technology is growing at an extraordinarily exponential pace allowing us to be more connected and in tune than ever before. However, while we grow more connected online, we grow more apart in real life which in turn hurts our social skills, disconnects us from each other, degrades our interpersonal skills, makes it easier to commit crimes, and pulls friends and family apart. With almost everything in life there is undoubtedly an equal number of cons.
What Is Septic TankSeptic or septic typically is used t.docxDustiBuckner14
What Is Septic Tank?
"Septic" or "septic" typically is used to describe the anaerobic bacteria environment that was created in Tank and decomposes to mineralizes domestic wastewater in the tank.
What exactly is septic tank Septic tank? It is a constructed in a scientifically sound underground chamber typically made of rcc, fiberglass, plain concrete, steel, or plastic. the domestic water, wastewater and fecal materials, excretory and toilet products flow into it to treat the primary source of waste material , which decomposes and transform into semi-solid or solid settleable liquid sludge.
In the United States, there are several types of ready-made Septic tanks that are available in the market. They include concrete septic tank plastic septic tank, as well as fibreglass septic tanks. Most well-known and widely used are concrete septic tanks for homes, based on the state and local rules and regulations.
When it comes to "what is a concrete septic tanks?", concrete septic tank is a basic design, water-tight container constructed from RCC or plain concrete typically rectangular or circular in shape and available in one chamber, two chambers, or three chambers that are that are used to treat primary liquid waste.
The typical capacity ranges from 500 to 1250 gallons 500 gallon or 750 gallon tanks are adequate for a two-bedroom home or a 1000 gallon concrete tank is sufficient for a three bedrooms, and a 1250 gallon septic tank is sufficient for a four bedroom house or a family of four.
In this regard, "what is the septic tank?", the septic tank is a single chamber or multi-chamber underground compartment that is composed out of RCC concrete fiberglass, plastic or steel used for the first-class treatment for domestic wastewater and fecal material as well as excretory products and toilets that
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What Are Septic Tank?
What is the septic tanks? Septic tank is an submerged sedimentation tanks for the primary treatment of household waste and fecal materials via the process of bioanaerobic digestion, or decomposition, which results in semi-solid or solid sludge that can be settled.
The majority of septic tanks for homes can hold between 4000 and 7500 millilitres or 1,000 - 2000 gals of effluent, or semi-solid sludge.
What Size of Septic Tank Do I Need
?
In this article, we'll be talking about underground septic tanks and the size is a reference to the tank's total capacity for handling. Read our article about above ground septic tanks to get additional information about these tanks and the systems.
The minimum requirements for capacity of a septic tank are based on various variables. The state, county or city guidelines may require approved sizes , as can the material used for tank construction and its installation.
The local geography and soil conditions play a significant role in the effectiveness of the system, which could affect the size of drain fields and the size of the septic tank.
The type of septic .
· You should respond to at least two of your peers by extending, r.docxDustiBuckner14
· You should respond to at least two of your peers by extending, refuting/correcting, or adding additional nuance to their posts. Your reply posts are worth 2 points (1 point per response.)
· All replies must be constructive and use literature where possible.
# 1
Hearing & Eye Age-Related Diseases
Presbycusis, also known as age-related hearing loss, is a debilitating disease with a complicated etiology that affects tens of millions of people worldwide and roughly half of those over 65 in the United States (Say et al., 2021). The loss is usually bilateral, causing difficulty hearing high-pitched tones and conversational speech (Meiner & Yeager, 2019). The causes of age-related hearing loss are thought to be genetic and environmental. Men are more affected by this condition than women. This condition's origin is yet unknown.
Some signs and symptoms that could be seen in patients with this condition are not answering when spoken to, talking loudly, paying attention to the speaker's lips, turning up the radio or TV volume, putting one palm over one ear, and tilting the head to one side when someone is speaking (Meiner & Yeager, 2019). The causes of presbycusis are multifaceted. In addition to physiologic and anatomical alterations brought on by aging-related deterioration, genetic factors are among the additional contributing elements (Cheslock & De Jesus, 2022). It is believed that glutamate signaling, glucocorticoids, and sex hormones all contribute to it. Hearing loss occurs more frequently in postmenopausal women who use progestin and a combination of hormone replacement therapy. Presbycusis has also been linked to exposure to loud noises and ototoxic substances such as salicylates, loop diuretics, aminoglycosides, and some chemotherapeutic drugs. Ototoxicity has also been linked to certain occupational and environmental exposures to toxins such as toluene, styrene, lead, carbon monoxide, mercury, and other toxins (Cheslock & De Jesus, 2022). This problem has also been associated to a history of ear infections and the presence of several systemic disorders.
Studies aimed at establishing a clear association for the cause have not been successful. As a result, the diagnosis entails eliminating other potential causes of hearing loss, such as infections, head trauma, metabolic disorders, vascular diseases, and heart disease (Meiner & Yeager, 2019). It is important for nurses when caring for patients with this condition to speak clearly and use a normal tone of voice. Patients and their families need to be instructed on how to use and where to obtain assistive listening devices (Meiner & Yeager, 2019). Nurses must educate patients and family members that when using hearing aids, they need to perform daily listening and battery checks. These devices must be stored in a hearing aid drying container with batteries removed.
Vision is an important sense that is needed to complete ADLs. Age-related changes and macular or.
You are a medical student working your way throughcollege and ar.docxDustiBuckner14
You are a medical student working your way through
college and are assigned to a hospital given background information on a patient.
You were provided the chief complaint and long-term history of the patient
outlined below. You are asked by the nurse in charge to read the following case,
investigate the topic (Diabetes mellitus and chronic renal failure) and complete a
written report in MLA format including references addressing each of the
questions identified below.
.
[removed]THIS IEP INCLUDES FORMCHECKBOX Transitions.docxDustiBuckner14
[removed]
THIS IEP INCLUDES:
FORMCHECKBOX
Transitions
FORMCHECKBOX
Interim Service Plan
NEW YORK CITY
BOARD OF EDUCATION
INDIVIDUALIZED EDUCATION PROGRAM
CONFERENCE INFORMATION
CSE Case#
-
Home District:
Service District:
Date:
/
/
Type:
STUDENT INFORMATION
*Age as of the date of the conference
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Using the Integrated Model of Work Motivation Figure 12.1 (Latham, 2.docxDustiBuckner14
Using the Integrated Model of Work Motivation Figure 12.1 (Latham, 2011), describe specific practices that may or may not have a positive effect on workplace attitudes, motivation, and job satisfaction. Evaluate the possible future directions and potential of leadership practices for positive workplace attitudes, motivation, and job satisfaction within the current workplace.
.
What We Can Afford” Poem By Shavar X. Seabrooks L.docxDustiBuckner14
“What We Can Afford”
Poem By: Shavar X. Seabrooks
Like the rice fields of Charleston, the wind blows limitlessly.
The slaves give peace to the land that hands they have touch.
In the mist of blood, sweat and tears, still the heartbeat sticks in the sweetgrass of mercy.
Gathered near the Stono River, they earned for freedom press against time which is not a
companion.
Fort Mose just in their reach, still time is not their companion.
Looking back to the Ancient Civilization, were Dark Skin People were King and Queens.
Wear Kenta cloths adorning the skin like silk.
And were the land being harvest for love and not for gain.
The children to grow and not wanting to be enslaved and the lips of the masters impales
the dreams.
Yet, the circle that remains the same, but the horizon is just to come.
The wind shall tell the truth and the African Experiences will be a drum of remembrance.
References
Higginbotham, R. D., Wickwire, F., & Wickwire, M. (1970). Cornwallis: The American
adventure. The Journal of Southern History, 36(4), 591. doi:10.2307/2206317
Morgan, E. S. (1972). Slavery and freedom: The American paradox. The Journal of American
History, 59(1), 5. doi:10.2307/1888384
Video clips on Ancient African Civilizations, Kente Cloth
Miranda Isabella Hurt
20 October 2020
Haiku about Emmett Till
Just a young black boy
Stripped of all his life and dreams
Where is the justice
Cinquain about the Civil Rights Movement
A movement ignited by Parks
A peaceful dream promoted by Dr. King
An education organized by Clark
A call to let freedom ring
The first poem is about the murder of Emmett Till. Till’s tragic tale is described in the Eyes on the Prize:
Awakenings and in the study guide. On August 28, 1955, “Emmett Till, a black boy from Chicago visiting
his uncle Moses Wright in Mississippi, is murdered for inappropriately addressing a white woman (page
14).” Even though Till’s murderers eventually confessed to the crime, they were never charged for his
murder (because of the no double jeopardy clause in the fifth amendment of the Constitution). This is
one of many instances of injustice against African Americans in the south during the Civil Rights
Movement. However, even now in the 21st century, African Americans are still facing prejudices and
being killed by cops, the people who are supposed to protect them.
The second poet highlights three big names of the Civil Rights Movement, Rosa Parks, Dr. Martin Luther
King Jr, and Septima Clark. The Eyes on the Prize videos mention King a lot, because he was quite a
significant man, and The Awakenings and Ready from Within discusses Rosa Parks. Rosa Parks sparked
the Montgomery bus boycott by refusing to give up her seat to a white person. Septima Clark’s impact
on the Civil Rights Movement with her citizenship schools was the main topic of Ready from Within.
Clark played a crucial role in educating many African American.
What are the techniques in handling categorical attributesHow.docxDustiBuckner14
What are the techniques in handling categorical attributes?
How do continuous attributes differ from categorical attributes?
What is a concept hierarchy?
Note the major patterns of data and how they work.
What is K-means from a basic standpoint?
What are the various types of clusters and why is the distinction important?
What are the strengths and weaknesses of K-means?
What is a cluster evaluation?
.
University of the CumberlandsSchool of Computer & Information .docxDustiBuckner14
University of the Cumberlands
School of Computer & Information Sciences
ISOL-536 - Security Architecture & Design
Chapter 8: Business Analytics
Chapter 8: Business Analytics
8.1 Architecture
8.2 Threats
8.3 Attack Surfaces
8.3.1 Attack Surface Enumeration
8.4 Mitigations
8.5 Administrative Controls
8.5.1 Enterprise Identity Systems (Authentication and Authorization)
8.6 Requirements
8.1 Architecture
Data science is a set of fundamental principles that guide the extraction of knowledge from data. Data mining is the extraction of knowledge from data via technologies that incorporate these principles.
Like many enterprises, Digital Diskus has many applications for the various processes that must be executed to run its business, from finance and accounting to sales, marketing, procurement, inventory, supply chain, and so forth. A great deal of data is generated across these systems. But, unfortunately, as a business grows into an enterprise, most of its business systems will be discreet. Getting a holistic view of the health of the business can be stymied by the organic growth of applications and data stores.
8.1 Architecture – Cont.
Figure 8.1 Business analytics logical data flow diagram (DFD).
8.1 Architecture – Cont.
Figure 8.2 Business analytics data interactions.
Figure 8.2 is a drill down view of the data gathering interactions of the business analytics system within the enterprise architecture. Is the visualization in Figure 8.2 perhaps a bit easier to understand? To reiterate, we are looking at the business analysis and intelligence system, which must touch almost every data gathering and transaction-processing system that exists in the internal network. And, as was noted, business analytics listens to the message bus, which includes messages that are sent from less trusted zones.
5
8.2 Treats
Figure 8.3 Business analytics system architecture.
As we move to system specificity, if we have predefined the relevant threats, we can apply the threats’ goals to the system under analysis. This application of goals leads directly on to the “AS” of ATASM: attack surfaces. Understanding your adversaries’ targets and objectives provides insight into possible attack surfaces and perhaps which attack surfaces are most important and should be prioritized.
It’s useful to understand a highly connected system like business analytics in situ, that is, as the system fits into its larger enterprise architectural context. However, we don’t yet have the architecture of the system itself. Figure 8.3 presents the logical components of this business analytics system.
There are five major components of the system:
1. Data Analysis processing
2. Reporting module
3. Data gathering module
4. Agents which are co-located with target data repositories
5. A management console
6
8.3 Attack Surfaces
In this context, where several components share the same host, how would you treat the communications between them? Should.
Theresa and Mike fully support creating a code of conduct for th.docxDustiBuckner14
Theresa and Mike fully support creating a code of conduct for the newly merged JEANSTYLE organization. They have asked you to recommend how they should approach the development of the code of conduct, especially given the need to merge the companies into one team with a shared mission, vision, and values. They are interested in knowing how the code of conduct will help establish the new organizational culture of JEANSTYLE.
Review the
scenario
( https://class.coloradotech.edu/CbFileShareCommon/ctu/INTD670/Assignment_Assets/ProblemB.pdf ) for this course, and address the following questions:
What set of steps should be used to create the
code of conduct
?
What topics should be included in the code of conduct?
What impact does a code of conduct have on an organization's culture?
Access the
assignment template
.
4-6 PAGES NEEDED
.
Unit VII 1. Suppose a firm uses sugar in a product tha.docxDustiBuckner14
Unit VII
1. Suppose a firm uses sugar in a product that you purchase. The firm vertically integrates by purchasing sugar farms that produce the sugar organically and in a way that makes it also sustainable for the environment. How would that influence your demand for that product? What other purpose than profitability might cause the firm to make this decision to vertically integrate in this way? 200 words min
2.
Identify a skill that you learned in this course, and explain how you can apply it to increase success in your career in a real-world scenario. 200 words3.
Instructions
Your assignment is to provide a final report for Ruby Red Movie Theater in which you address the concerns that have been outlined in the previous six units of this class, indicating any outsourcing or vertical integration options Ruby Red Movie Theater may be able to implement.
Be specific regarding the analysis you performed in each area of study. Your recommendations for improvements for the theater should be based on economic theory and your analysis. Your complete analysis of the theater, the industry, and opportunities that may exist are crucial for the future profitability of the theater.
Revise the information from previous assignments as needed and pull everything together to create a cohesive, comprehensive report. What this means is that this final report should be original updated work, though it is based on your previous assignments. Do not just copy and paste your previous assignments into one paper. Also, be sure to incorporate any suggestions your instructor made in your previous assignments.
New information will be added for Unit VII, which will focus on the information provided in this unit. The topics for this section will include why firms exist, the factors that create a situation where vertical integration is desirable, and why firms would use outsourcing, as well as how this information can be applied to the Ruby Red Movie Theatre.
The following is a list of items and sections you should include in your final report. Replace the unit numbers with appropriate titles for the information in each section.
· Title page
· Table of contents
· Introduction
· Unit I
· Results write-up from Unit I, including recommendations
· Unit II
· Results write-up from Unit II, including recommendations
· Unit II Tables
· Unit II Graphs
· Unit III
· Results write-up from Unit III, including recommendations
· Unit IV
· Results write-up from Unit IV, including recommendations
· Unit IV Tables
· Unit V
· Results write-up from Unit V, including recommendations
· Unit V Tables
· Unit VI
· Results write-up from Unit VI, including recommendations
· Unit VII
· Results write-up from Unit VII, including recommendations
· Conclusions and final recommendations
· Reference page
· Insert labeled tables after the reference page
Adhere to APA Style (APA 7th edition) when constructing this assignment, including in-text citations and references for all sources t.
Title If a compensation system works well for one business, that .docxDustiBuckner14
Title:
If a compensation system works well for one business, that same compensation system should not work well for other businesses.”
Company we choose : FEDEX & STARBUCKS
Introduction:
Contextual variables (Firm A and Firm B)
Based on the Title above and the companies provided just provide the overall introduction in the report and the contextual variables where we tell about the companies ( FEDEX & STARBUCKS)
.
Review the Article Below Keller, J. G., Miller, C., LasDulce, C.docxDustiBuckner14
Review the Article Below:
Keller, J. G., Miller, C., LasDulce, C., & Wohrle, R. G. (2021). Using a community-based participatory research model to encourage parental involvement in their children’s schools.
Children & Schools
,
43
(3), 149–158.
https://doi.org/10.1093/cs/cdab015
The article takes a participatory action approach. The text lists 7 criteria for participatory action research. How does the project described in the article you selected meet these 7 criteria?
Social phenomena are influenced by macro-level social influences.
Social structures and dynamics are contextualized by history
Theory and practice are simultaneously engaged.
Dialogue between the subject and the object is transformed into a single subject–subject
Research and action become a single process
Community and researcher produce knowledge together for social transformation
Research results should be immediately applied to a concrete state of affairs.
.
Teachers reach diverse learners by scaffolding instruction in ways t.docxDustiBuckner14
Teachers reach diverse learners by scaffolding instruction in ways that support content literacy and learning.
Think back when you were a student or during your own field experiences in which culturally or linguistically diverse learners were part of a classroom.
1. How did these students participate in the class? How did the teacher respond? Were modifications made for them? If so, describe the nature of those modifications.
2.
Language and culture are inextricably connected
. What are the implications of this statement for classroom practice?
Search entries or author
.
ScenarioThe HIT Innovation Steering Committee of a large.docxDustiBuckner14
Scenario
The
HIT Innovation Steering Committee
of a large, integrated healthcare system is in the process of examining the potential impact for new emerging technologies. The Committee is aware that HIT is rapidly changing and that they need to proactively plan for upcoming changes. As a member of this committee, select an emerging technology discussed in the module readings and lectures. Research how this new technology could affect patients, healthcare delivery and data analytics. Based on your learnings, write a White Paper for the Committee describing your findings and recommendations.
Instructions
Create a WHITE PAPEr that includes:
Discussion on why emerging technology poses a challenge for healthcare organizations
Discussion of the chosen emerging technology including reason(s) for selection
Discussion on the potential impact on patients, healthcare delivery, and healthcare organizations
Provide insight into how extracting and analyzing the potential data (administrative, financial, and clinical) benefits or poses challenges for healthcare organizations
Provide recommendations on how the organization can strategically plan for emerging technology
Reference page of resources utilized
A - 4 - Mastery
Clear and thorough discussion on why emerging technology poses a challenge for healthcare organizations, including multiple examples and supporting details.
A - 4 - Mastery
Clear and thorough discussion of the chosen emerging technology including reason(s) for selection, including multiple examples and supporting details.
A - 4 - Mastery
Clear and thorough discussion on potential impact to patients, healthcare delivery, and healthcare organizations, including multiple examples and supporting details
A - 4 - Mastery
Clear and thorough explanation of how extracting and analyzing the potential data (administrative, financial, and clinical) benefits or poses challenges for healthcare organizations.
A - 4 - Mastery
Clear and thorough recommendations on how the organization can strategically plan for emerging technology, including multiple examples and supporting details.
.
Space ... the final frontier. So, as I am sure everyone knows, .docxDustiBuckner14
Space ... the final frontier. So, as I am sure everyone knows, the National Aeronautical Space Administration (NASA) is located right here in H-town. OK, well, technically in Clear Lake. One rarely thinks of space exploration as an extension of government, but remember, one of President John F. Kennedy's challenges promises to the nation was sending an American to the moon.
Well recently, with the call to put an astronaut on Mars by President George W. Bush, and with the founding of SpaceX by Elon Musk, the discussion about space exploration has re-emerged. I would like you to address the following debate. What extent should the government use tax-payer dollars to fund space exploration? Should we leave space travel up to the private sector, or should the government invest more NASA mission. Perhaps there is a healthy balance between the two? What are your thoughts.
Below are some recent (and old) articles about this subject. In addition, I have also linked a report that NASA contributed to about the benefits of space exploration, and a finding by the Congressional Budget Office suggesting how money could be spent elsewhere.
you must reference at least one article correctly in the body of the post (not simply cutting and pasting the URL after your post), respond respectfully to one-classmate, use college level grammar and sentence structure, and be at least 250 words long.
Selected Articles:
https://www.pewresearch.org/science/2018/06/06/majority-of-americans-believe-it-is-essential-that-the-u-s-remain-a-global-leader-in-space/
https://www.cbo.gov/budget-options/2018/54771
https://www.nytimes.com/2020/07/28/science/mars-nasa-science.html
https://abcnews.go.com/Business/spacex-ula-score-multi-million-dollar-military-launch/story?id=72280019
https://www.planetary.org/articles/cost-of-perseverance-in-context
https://www.nasa.gov/sites/default/files/files/Benefits-Stemming-from-Space-Exploration-2013-TAGGED.pdf
https://www.texastribune.org/2017/03/21/trump-signs-nasa-bill-aimed-landing-mars/
https://newrepublic.com/article/60759/case-cutting-nasas-budget
.
The Internal EnvironmentInstitutionStudent’s name.docxDustiBuckner14
The Internal Environment
Institution:
Student’s name:
Date:
Part 1.
In business, "corporate culture" refers to the rules, customs, and beliefs that all employees follow and are taught (Wheelen, Thomas., & Hunger, J. David, 2014). However, in today's world, the CEO, CFO, and other top executives' actions and attitudes have a direct impact on the company's culture. FedEx has a culture that demonstrates to its employees and customers how much they are valued. FedEx prioritizes service, people, honesty, innovation, responsibility, safety, and loyalty (FedEx, 2019). FedEx understands the importance of a positive work environment and a strong corporate culture in order to achieve operational success and provide excellent customer service. As a result, FedEx has implemented a "People-Service-Profit strategy" (P-S-P) and continues to promote a high-performance culture. (FedEx, 2019). Frederick Smith, the company's current CEO and founder, came up with this idea because he believed that investing in employees would result in better work and, as a result, financial success. This philosophy emphasizes the importance of treating employees with respect and dignity, as well as rewarding team members based on how well they perform their duties.
FedEx believes that its employees are the best way to make big decisions, and it attributes its success to its innovative culture. Because service providers' employees are the ones who directly interact with customers, this philosophy is especially important in the service industry. Training, giving employees power, and providing incentives are all critical in a company whose culture is based on this philosophy (Peoplematters, 2019). FedEx Corporation's plan to make more money, in my opinion, is consistent with its core value of putting people first. People who are enthusiastic about their jobs are always more creative and productive. On the review site Glassdoor, current FedEx employees gave CEO Frederick Smith an 84% approval rating, and 73% said they would recommend working there to a friend (Glassdoor, 2019). FedEx is the company most likely to hire these individuals as a result of this. In addition, some FedEx freight drivers chose not to join a union in 2017, indicating a favorable work environment (Dcvelocity, 2017). FedEx Corporation employs approximately 300,000 people in over 250 countries and territories. As a result, there are numerous programs in place to thank employees for their efforts. This demonstrates how much FedEx cares about and values its employees.
There is a list of awards and recognition programs on the main website, including "The Humanitarian Award," "The Five Star," "Bravo Zulu," and "Purple Promise" (FedEx, 2019). A five-star rating is the highest you can achieve at FedEx. The manager gives the staff theater tickets and quick cash bonuses in the form of Bravo Zulu. Pilots, couriers, customer service representatives, and meteorologists are among those who benefit from the "purple promise.
THE RESEARCH PROPOSAL BUS8100 8Chapter 2 - Literature ReviewTh.docxDustiBuckner14
THE RESEARCH PROPOSAL BUS8100 8
Chapter 2 - Literature Review
The purpose of this quantitative correlational study was to examine whether relationships
exist among job performance, transformational leadership style, and employee turnover intention
in the United States. Interest grew in the past 30 years, combining transformational leadership
and employee turnover intention, based on the assumptions that employees are likely to be
influenced by their leader’s behavior (Gyensare et al., 2016). Gyensare et al. (2016) noted
transformational leadership style was a key variable in lowered employee turnover intention and
enhanced employee well-being. Buil et al. (2019) stated job performance was an organizational
benefit deriving from transformational leadership style.
This literature review was structured to provide key concepts and related factors to the
research variables. In the first section, the researcher defined job performance and measurements
related to this performance. This included the 360-feedback and performance appraisal. The next
section discussed and measured transformational leadership style followed by employee turnover
intention. The fourth section covered contrasting and supporting theories relative to my
theoretical framework. The final section entailed profitability and a discussion of the auto
manufacturing industry.
The existing research in the literature review focused on the relationships between the
variables of employee turnover intention, transformational leadership style, and job performance.
The top journals used include the International Journal of Academic Research in Business and
Social Sciences, International Journal of Productivity and performance management, Journal of
Managerial Psychology, International Journal of Business and Management, Journal of Human
Resources in Hospitality & Tourism, International Journal of Business Administration,
International Journal of Selection & Assessment, SAM advanced management journal, and
Journal of Applied Biobehavioral Research.
To locate research for this study, EbscoHosts and Education Resources Information
Center (ERIC) were used. The keywords used in the searches include employee turnover
intention, transformational leadership style, factors of employee turnover intention, job
performance impact, employee turnover and job performance, transformational and
transactional leadership style, the cost of employee turnover intention, LMX theory, measuring
job performance, employee turnover and profit, transformational leadership theory, and
measuring employee turnover intention.
The Automotive Industry
In the early days, the majority of U.S. manufacturing was centered in a small part of the
Northwest and eastern side of the Midwest (Krugman, 1991). The early automotive
manufacturers primarily put together the completed product by components and parts brought
from outside suppliers (Peterson, 1987). Henry Ford established a vision of the automobile by
introducing the Model T .
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
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How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
How to Setup Warehouse & Location in Odoo 17 Inventory
Do Role Models Matter An Investigation of Role Modelingas a
1. Do Role Models Matter? An Investigation of Role Modeling
as an Antecedent of Perceived Ethical Leadership
Michael E. Brown • Linda K. Treviño
Received: 18 September 2012 / Accepted: 20 May 2013 /
Published online: 21 June 2013
� Springer Science+Business Media Dordrecht 2013
Abstract Thus far, we know much more about the sig-
nificant outcomes of perceived ethical leadership than we
do about its antecedents. In this study, we focus on multiple
types of ethical role models as antecedents of perceived
ethical leadership. According to social learning theory, role
models facilitate the acquisition of moral and other types of
behavior. Yet, we do not know whether having had ethical
role models influences follower perceptions of one’s ethi-
cal leadership and, if so, what kinds of role models are
important. We conducted a field study, surveying super-
visors and their subordinates to examine the relationship
2. between three types of ethical role models and ethical
leadership: the leader’s childhood role models, career
mentors, and top managers. We found that having had an
ethical role model during the leader’s career was positively
related to subordinate-rated ethical leadership. As expec-
ted, this effect was moderated by leader age, such that the
relationship between career mentoring and ethical leader -
ship was stronger for older leaders. Leader age also mod-
erated the relationship between childhood models and
ethical leadership ratings, such that having had childhood
ethical role models was more strongly and positively
related to ethical leadership for younger leaders. We found
no effect for top management ethical role models. Impli -
cations for research and practice are discussed.
Keywords Ethical leadership � Ethical role modeling �
Role models
Introduction
National surveys show that few Americans have much
confidence in the ethics and integrity of today’s leaders of
3. government, business, and other institutions (Jones 2011;
The Harris Poll 2011). Thus, the popular perception is that
ethical leadership in the workplace is weak. Given this
cynicism, it is important to understand the antecedents of
perceived ethical leadership. Knowing where ethical lead-
ership comes from can help organizations strengthe n it in
the workplace, thus restoring trust in leadership.
Previous research (Treviño et al. 2000, 2003) has iden-
tified traits and behaviors associated with perceptions of
ethical leadership. In their qualitative research, Treviño
et al. proposed that in order to be perceived as an ethical
leader, a leader must be seen as both moral person and
moral manager. The moral person aspect of ethical lead-
ership reflects the leader’s honesty, integrity, trustworthi -
ness, caring about people, openness to input, respect, and
principled decision making. As moral managers, ethical
leaders use leadership tools such as rewards, discipline,
communication, and decision making to communicate the
4. importance of ethics, to set standards, and to hold
employees accountable to those standards (Treviño et al.
2000, 2003).
Brown et al. conceptualized ethical leadership from a
social learning (Bandura 1986, 1991) perspective. They
conducted a series of seven studies to develop the construct
of ethical leadership along with an instrument, the ethical
leadership scale (ELS), to measure followers’ perceptions
of ethical leadership (Brown et al. 2005). They defined
M. E. Brown (&)
Penn State-Erie, Erie, PA 16563-1400, USA
e-mail: [email protected]
L. K. Treviño
The Pennsylvania State University, University Park, PA 16802,
USA
e-mail: [email protected]
123
J Bus Ethics (2014) 122:587–598
DOI 10.1007/s10551-013-1769-0
5. ethical leadership as ‘‘the demonstration of normatively
appropriate conduct through personal actions and inter-
personal relationships, and the promotion of such conduct
to followers through two-way communication, reinforce-
ment, and decision making’’ (Brown et al. 2005, p. 120).
Their research indicated that ethical leadership is rel ated to
important employee attitudes and outcomes including trust
in supervisor, interactional fairness, supervisor effective-
ness, satisfaction with supervisor, and willingness to report
problems to management. Additional research has found
that supervisory ethical leadership is especially important
in promoting positive and reducing negative employee
behaviors in organizations (Kacmar et al. 2011; Mayer
et al. 2009, 2012; Walumbwa and Schaubroeck 2009;
Walumbwa et al. 2011).
Despite these recent advances in our understanding of
ethical leadership and its relationship to important out-
6. comes, little is known about its antecedents (Brown and
Mitchell 2010). A variety of personality-based antecedents
have been proposed (Brown and Treviño 2006), but thus
far only two traits, leader agreeableness and conscien-
tiousness, have been found to be related to follower ratings
of ethical leadership (Kalshoven et al. 2011; Walumbwa
and Schaubroeck 2009). Other research on antecedents by
Jordan et al. (2013) found that ethical leadership is posi-
tively related to the leader’s cognitive moral development
and is maximized when the leader’s cognitive moral
development diverges from and is greater than the fol -
lower’s cognitive moral development. Mayer et al. (2012)
found that both dimensions of a leader’s moral identity,
internalization, and symbolization were related to ethical
leadership. This information is useful for selection pur-
poses, but individual differences are not very amenable to
change. From a practical standpoint, identifying anteced-
ents that can help organizations not only select ethical
7. leaders but also develop them would be beneficial.
Therefore, it becomes important to look to leaders’ expe-
riences for clues about whether and how ethical leadership
might be identified or developed. In this study, we examine
different types of antecedents of ethical leadership by
studying the various kinds of ethical role models that
leaders have had to see if they are related to employees’
perceptions of ethical leadership.
Consistent with previous research, we define a role model
as a ‘‘cognitive construction based on the attributes of people
in social roles an individual perceives to be similar to him or
herself to some extent and desires to increase perceived
similarity by emulating those attributes’’ (Gibson 2004,
p. 136). From an observer’s perspective, role modeling is a
process that involves identifying ‘‘someone I can look up to’’
(Weaver et al. 2005) as well as a process of learning from that
model. According to Gibson (2004), role modeling can be
differentiated from mentoring in that it does not require a
8. close, personal relationship between models and observers.
In fact, there are wide varieties of potentially important
people who can be selected as role models such as distant
leaders, co-workers, and inspiring individuals from all walks
of life (e.g., teachers, sports heroes, religious figures, family
members).
We focus on role models because prior research
grounded in social learning theory has demonstrated their
impact on moral judgment and action (Bandura 1991).
Modeling influences have been associated with the devel -
opment of prosocial behavior in children (Eisenberg and
Fabes 1998) and ethical behavior in the workplace (Mo-
berg 2000; Sims and Brinkmann 2002; Weaver et al. 2005).
Within the leadership literature, both transformational
leaders (Avolio 1999) and ethical leaders (Brown et al.
2005) have been described as ethical role models for oth-
ers. The assumption is that having been exposed to ethical
role models contributes to the development of one’s ethical
9. leadership (Brown and Treviño 2006; Weaver et al. 2005).
In this research, we investigate whether the ethical role
models of leaders are related to employees’ ratings of their
ethical leadership. Because ethical role models can take
many forms, we consider three different types of ethical
role models that are potential influences on the develop-
ment of ethical leadership—(a) childhood models (e.g.,
parents, teachers, and coaches); (b) career models (e.g.,
mentors or supervisors), and (c) top managers who model
ethics for employees in the organization (Treviño et al.
2000). We ground our hypotheses in social learning theory
(Bandura 1986, 1991) and the influence of modeling on the
acquisition of moral reasoning and standards. Three main
questions guided our research. Are role models related to
ethical leadership? If so, what types of models (i.e.,
childhood models, career mentors, top managers) are
influential? Given that the types of role models selected as
well as the lessons learned from such models change over
10. the lifetime of the learner (Gibson 2003), does leader age
moderate the relationships between different types of role
models and ethical leadership?
Theory and Hypotheses
Modeling, Social Learning, and Ethical Leadership
Social learning theory helps explain why individuals are
likely to seek guidance from role models, and how role
modeling might be related to ethical leadership. Social
learning theory posits that individuals learn what to do and
how to behave largely by observing and emulating role
models.
Most adults are not ethically self-sufficient. Rather, they
look outside themselves to peers and significant others for
588 M. E. Brown, L. K. Treviño
123
ethical guidance (Kohlberg 1969; Treviño 1986). This is
particularly true because ethical dilemmas often involve
11. ambiguity and individuals attempt to reduce such ambi-
guity by turning to others for guidance.
The social learning process begins when individuals
focus their attention on modeled behaviors. Among the
potential models to choose from, attractive models capture
a learner’s attention. Attractiveness is based on a number
of model characteristics such as nurturance (Yussen and
Levy 1975), status (Lippitt et al. 1952; Lefkowitz et al.
1955), competence (Kanareff and Lanzetta 1958) and
power (Bandura et al. 1963). We propose that ethical role
models influence the development of ethical leadership by
providing attractive exemplars of personal ethical behavior
and the setting of ethical standards.
We focus on three likely sources of ethical role mod-
els—childhood models, workplace mentors, and top man-
agers. For example, a beloved parent, coach or other
childhood model can teach an individual about ethical
leadership traits and behaviors such as honesty, caring,
12. trustworthiness, and respect. They can also convey the
importance of setting standards and boundaries for
behavior. Such traits and behaviors related to ethical
leadership might also be learned later in life by observing
career mentors or supervisors as they make principled
decisions, communicate ethical standards, and use the
reward system to guide ethical behavior. Finally, by virtue
of their important position atop the organizational hierar -
chy, top managers who are thought to be highly ethical and
who make ethics a part of their leadership agenda are likely
to be powerful models of ethical leadership for organiza-
tional members.
Childhood Models
We propose that having had ethical role models during
childhood can influence the development of ethical lead-
ership in adulthood. From a social learning perspective,
children select attractive ethical role models and learn from
them by observing and emulating modeled behavior.
13. Individuals who are exposed to ethical role models as
children will learn ethical behavior: behavior that facili -
tates their growth as ethical persons with the characteri stics
that can help them to become ethical leaders in the
workplace.
There are many potential role models that children can
look up to, but parents represent an important type of role
model for children. The common notion that people learn
ethics at Mom’s (or Dad’s) knee fits with this idea. Parents
model not only through words, but more importantly
through actions—most notably in the closeness of the
bonds that they form with their children, the values they
convey, the standards they set, and the disciplinary
methods they use. Research has confirmed that the influ-
ence of parental modeling can have important and far-
reaching consequences for the moral behavior of adults. In
one such study, Oliner and Oliner (1988) investigated the
heroic actions of ‘‘Righteous Gentiles,’’ non-Jews who
14. risked their lives to rescue Jews from the Nazis. According
to these researchers, the parents of rescuers were influential
in shaping these individuals to behave altruistically later in
life. Specifically, compared to bystanders who took no
action to protect Jews, rescuers were found to have had a
close attachment bond with their parents who modeled the
value of caring for others.
In another study, ‘‘fully committed’’ civil rights activists
who were most involved and undertook great personal risks
in the American South during the 1960s reported having
parents who modeled altruism themselves (Rosenhan
1970). From a social learning perspective, direct modeling
of behavior is important. In other words, perhaps the best
way to teach empathy, tolerance, respect, and compassion
to children is by treating them with empathy, tolerance,
respect and compassion (Berkowitz and Grych 1998;
Lickona 1983).
Parents can also pass on altruistic values to their chi l-
15. dren through their style of discipline. In particular, parents
who set standards, explain to their children why rules are
necessary, as well as the consequences of rule-breaking for
others, treat their children with a certain level of respect
and dignity. This style of discipline that emphasizes rea-
soning and the voluntary internalization of standards can
promote healthy moral development in children (Hoffman
1980) and demonstrate an approach that can be emulated
later in life. This approach sharply contrasts with an
authoritarian style of parenting that is based on strict
obedience to authority and coercion through physical
punishment (either threatened or delivered).
Of course, parents are not the only influence on chil-
dren’s moral development. Especially with older children,
other models such as teachers, coaches, and clergy become
increasingly important in development of ethical attitudes
and beliefs (Atkins et al. 2004; Perry and Nixon 2005;
Sizer and Sizer 1999). Further, peers can also influence the
16. learning of behavior and standards, but modeling by par-
ents and other adults remains a powerful source of learning
(Bandura 1986). Thus, individuals are likely to come
across many potential ethical role models during their
childhood. From a social learning perspective, the type of
childhood role model (e.g., parent, teacher, coach) is not as
important as having had exposure to such a model. Ethical
models represent an attractive and credible source of
information for children to learn normatively appropriate
behavior. It is likely that the lessons learned from child-
hood models will be abstract ones such as learning the
importance of honesty or caring rather than the specifics of
Role Modeling and Perceived Ethical Leadership 589
123
how to be an effective ethical leader in the workplace
(Treviño et al. 2000). Nevertheless, managers who were
exposed to strong ethical models as children can carry the
17. ‘‘lessons’’ learned from such models into adulthood. These
leaders will continue to be influenced by the lessons
learned from these childhood models, making them more
likely to be seen as ethical leaders by their followers.
Hypothesis 1 Having had a childhood ethical role model
is positively related to perceived ethical leadership.
Career Models
A second type of role modeling that is a likely source of
influence on perceived ethical leadership comes from
career models (formal or informal). Much has been written
about the impact of models and mentors on important
workplace outcomes (Allen et al. 2004; Gibson 2003;
Manz and Sims 1981; Ragins et al. 2000) in general, and on
ethical behaviors in particular (Moberg 2000; Weaver et al.
2005). Having an ethical mentor provides an important
opportunity for employees to learn about ethical leadership
firsthand in the workplace.
Formal mentoring programs that promote learning from
18. role models are common in many professions such as
medicine (Kenny et al. 2003). And, informal role modeling
occurs in most workplace settings. For example, research
shows that employees learn by observing how supervisors
administer rewards and discipline (Treviño and Young-
blood 1990). In order for learning to take place, employees
need not actually be the recipient of rewards or punish-
ments themselves; rather they are able to learn vicariously
by seeing how the behaviors of others in the workplace are
reinforced.
Supervisors are likely to be important models because
their position in a prestige hierarchy makes them attractive in
that they enjoy status and power. Previous research suggests
that supervisory role models are not uncommon—a typical
rank and file employee can identify numerous positive role
models, most of them having been supervisors (Gibson
2003). More specifically, most employees are able to identify
a current or former supervisor as an ethical role model
19. (Weaver et al. 2005). However, supervisory authority does
not automatically make someone a good role model (Manz
and Sims 1981). Supervisors must possess the other key
elements of model attractiveness such as competence, nur-
turance and credibility. Ethical supervisors possess such
characteristics (Brown et al. 2005). In fact, research shows
that ethical leadership can enhance an individual’s potential
for promotion to higher levels of management (Rubin et al.
2010) which further enhances the ethical leader’s credibility
and attractiveness as a model. There is also then high
functional value for observing and learning ethical leader -
ship behaviors from such ethical role models at work.
Qualitative research by Weaver et al. (2005) found that
the presence of an ethical role model in the work place
helps foster ethical behavior. And, having an ethical model
might encourage learners to act as an ethical mentor or
model for others. Weaver et al. (2005) found that, when
asked to identify someone who has served as an ethical role
20. model for them, employees identified individuals whose
behavior and decision making they could readily observe
on a daily basis and these were frequently direct supervi -
sors. The authors described ethical role modeling as a
‘‘side-to-side phenomenon’’ (p. 324) in that employees
identified ethical role models from among those with
whom they had worked closely. The behavior associated
with ethical role models also overlapped significantly with
behavior previously associated with ethical leadership
(Weaver et al. 2005). Employees who have had such role
models and who go on to become leaders themselves are
likely to imitate the behavior of those ethical role models in
their own leadership. Thus, consistent with social learning
theory and the findings of previous research, we propose
that having had workplace ethical role models is likely to
be associated with direct reports’ ratings of one’s ethical
leadership.
Hypothesis 2 Having had a workplace ethical role model
21. is positively related to perceived ethical leadership.
Top Managers as Ethical Role Models
Top managers are widely thought to set the ethical tone at
the top of organizations (Clinard 1983; Ferrell and Gre-
sham 1985) and research has borne this out. Treviño et al.
(2003) found that executive ethical leaders were frequently
described as models of ethical conduct. Further, when top
managers are personally committed to ethics, their orga-
nizations’ ethics programs are more comprehensive, have
stronger aspirational orientations (Weaver et al. 1999a),
and are more fully integrated into everyday organizational
practices (Weaver et al. 1999b).
Consistent with the broader literature on ethics at the
executive-level (Mayer et al. 2009; Weaver et al. 1999a, b),
we consider the modeling of ‘‘top managers’’ globally
instead of focusing on a single executive as a role model.
This approach is also in line with previous research on role
modeling which suggests observers can piece ‘‘together a
22. composite role model from attributes derived from a range
of possibilities, both real and imagined…’’; in other words,
modeling can be based on ‘‘multiple role models, rather
than a focus on selecting a particular exemplary person’’
(Gibson 2006, p. 702).
590 M. E. Brown, L. K. Treviño
123
From a social learning perspective, top managers are
thought to be important sources of ethical influence
because their lofty position provides them with status and
legitimacy, making them potentially attractive role models.
Research supports the idea that top managers are ethical
models for their followers and, ultimately, for others in the
organization. Specifically, Mayer et al. (2009) found that
the ethical leadership of top managers is positively related
to the ethical leadership of their direct reports. Through a
‘‘cascading effect’’ (Bass et al. 1987), ethical leadership is
thought to trickle down the levels of management from the
23. top to the bottom of the organization (Mayer et al. 2009).
Other research casts doubt on the cascading effect yet
supports the ability of senior leaders to influence junior
members of the organization via ethical culture (Schau-
broeck et al. 2012) as well as other influence mechanisms
(Hansen et al. 2012).
Overall, top managers are thought to set an important
example for employees to follow. Given the prestige of
their position, if top managers are perceived to be models
of ethical conduct, then this should influence employees to
emulate their conduct and positively influence ethical
leadership at lower levels of management. Thus, we pro-
pose that having had a top manager as an ethical role model
will promote one’s own ethical leadership.
Hypothesis 3 Top management modeling is positively
related to perceived ethical leadership.
The Moderating Effect of Age
How does the age of the learner influence social learning?
24. As we have already noted, most of the literature on role
modeling has focused on children learning from adults.
Within organizations, role modeling is seen as an important
aspect of organizational socialization for newcomers. Does
the influence of childhood ethical role models wane in
adulthood? Do other potential models (such as ethical
mentors from work) become more important as time goes
on? We expect it does and so we propose that leader age
will moderate the relationship between different types of
role modeling and ethical leadership.
The conventional wisdom in the management literature is
that the importance of learning from role models diminishes
during one’s career (e.g., Moberg 2000). However, Gibson’s
(2003) research on role modeling in the workplace suggests
that modeling is not just for newcomers—it is important for
employees at any age. Thus, although the types of models
sought out as well as the learners’ motives for social learning
change over time, employees continue to seek out and learn
25. from role models. Younger employees look to models for
clues on fitting in, doing well and moving up, but middle-
aged employees learn similar lessons from models about
how to succeed in unfamiliar territory (i.e., new positions,
responsibilities, and challenges) as they advance in their
careers (Gibson 2003).
We propose that the influence of childhood models is
stronger for younger employees and weaker for older
employees. Compared to older employees, younger
employees are temporally closer to their childhood models
and have had more limited exposure to role models during
their careers. However, with older employees, the influence
of childhood models is diminished and the importance of
workplace models (both career models and top managers)
is stronger. The influence of career models in the work-
place is likely to increase with age as exposure to ethical
mentors during one’s career increases, becomes more
proximal, and provides more functionally valuable infor-
26. mation on appropriate ethical conduct in the workplace.
Similarly, top managers will become more important
sources of information for older employees as they are
more likely to have job responsibilities and experiences
that bring them closer to executive-level leaders.
From a social learning perspective, opportunities to
observe and the lessons learned from different types of
models varies with age. Specifically, older employees are
likely to have had more contact with workplace models
during their careers compared to younger employees. Also,
the lessons learned from workplace models will provide
greater functional value for the acquisition of ethical
leadership behaviors compared to childhood models. Thus,
we propose that age moderates the relationship between
specific types of role models and ethical leadership.
Hypothesis 4 Age moderates the relationship between
childhood role modeling and perceived ethical leadership
such that the relationship should be stronger for younger
27. leaders compared to older leaders.
Hypothesis 5 Age moderates the relationship between
career role modeling and perceived ethical leadership such
that the relationship should be stronger for older employees
compared to younger employees.
Hypothesis 6 Age moderates the relationship between
top management modeling and perceived ethical leadership
such that the relationship should be stronger for older
employees compared to younger employees.
Methods and Results
Sample
We conducted a field study, surveying employees from a
large insurance firm in the United States. Our data were
collected from two separate sources—managers and their
Role Modeling and Perceived Ethical Leadership 591
123
direct reports. Managers provided information on their role
28. models (childhood, career, and top management) as well as
other demographic and background variables (age, gender,
and number of direct reports). Direct reports provided ratings
of their managers’ ethical leadership. Both surveys con-
tained additional measures that were not part of this study.
Surveys were distributed through the company’s internal
mail system. A cover letter written by a senior manager
was included with each survey explaining that the research
had been approved by the company. Managers forwarded
surveys to their direct reports. Anonymity was promised. A
postage paid business reply envelope was provided with
each survey so that both managers and respondents could
return completed surveys directly to the researchers. All
participants were told that the results would be used in
aggregate—there would be no way to link responses to a
specific individual or work group.
Our sample consisted of 217 managers (out of 600
distributed for a manager response rate of 36.2 %) who had
29. clearly identifiable direct reports. The average age of
managers was 41.4, and their average tenure with the
company was 11.5 years. 44 % of our sample was men. A
total of 1,561 surveys were distributed to direct reports. We
received 659 completed surveys for a direct report response
rate of 42.2 %.
Measures
Role Modeling
Because we could find no existing instruments of ethical
role modeling that were applicable to the types of models
studied in this investigation, we created our own measures
for use in this research. The influence of childhood ethical
role modeling was measured with two items (‘‘As a child, I
had strong ethical guidance that continues to influence my
work today’’ and ‘‘In my early life, people instilled in me
strong ethics and values that guide me now in my work’’;
a = .84). Career modeling was measured with three items
(‘‘I have worked for at least one individual who has served
30. as a positive ethical role model for me’’, ‘‘During my
career, I have had at least one mentor who served as a
positive ethical role model for me’’ and ‘‘At least one
supervisor I have had became a positive role model for me
regarding how to behave ethically’’; a = .85). Top man-
agement modeling was measured with three items (‘‘Top
managers of this organization represent high ethical stan-
dards,’’ ‘‘Top managers of this organization guide decision
making in an ethical direction,’’ and ‘‘Top managers of this
organization regularly show that they care about ethics’’;
a = .87). Managers were instructed to indicate their level
of agreement along a 5-point (1 = strongly disagree,
5 = strongly agree) response format.
Because the modeling measures were developed for this
research, we pilot tested them in a separate sample of 155
managers drawn from the same organization from which
our primary study sample was drawn. The characteristics of
this pilot sample (average leader age = 42.7, gen-
der = 49.7 % were men, and tenure with the com-
31. pany = 11.3 years) were similar to those of managers in
our primary sample. The mean values in the pilot study
were: childhood role model = 4.49 [standard deviation
(SD) = .61], career models = 4.20 (SD = .68), and top
management 3.75 (SD = .82).
We conducted an exploratory factor analysis with obli -
que (direct oblimin) rotation. An examination of the scree
plot suggested a three factor solution. Eigenvalues for the
three extracted factors were 3.26, 1.92, and 1.19. The
remaining values were .5 and below. All items strongly
loaded on their appropriate factor (loading [ .7 with no
cross-loadings [ .2). The estimated reliabilities for child-
hood role model (a = .87), career model (a = .79) and top
management (a = .87) were acceptable.
In the present study, we conducted a confirmatory factor
analysis (maximum likelihood estimation) on the three role
modeling measures as well as the ethical leadership mea-
sure. Fit indices showed that our target four-factor model fit
the data well. The comparative fit index = .95, the non-
normed fit index = .93, the standardized root mean square
32. residual = .05, and the root mean square residual = .06,
which were consistent with recommended standards (Ba-
gozzi and Yi 1988; Browne and Cudeck 1993; Joreskog
and Sorbom 1993).
Ethical Leadership
Direct reports rated their manager using the ten-item ELS
(a = .91) (Brown et al. 2005). At least two direct reports
rated each manager. On average, 3.04 subordinates rated
each manager (i.e., 659 direct reports reporting to 217
managers). We averaged ethical leadership ratings from
multiple direct reports to form one overall score for each
manager. The mean rwg (James et al. 1984) was .92 and the
median was .96. These results supported the decision to
aggregate individual responses to the group level.
Leader Age
Leader age was measured using a single self report item.
Controls
We controlled for leader gender (dummy coded 1 = male,
33. 0 = female) and the manager’s span of control (i.e.,
number of direct reports).
592 M. E. Brown, L. K. Treviño
123
Results
The means, SD, and correlations are reported in Table 1.
Ethical leadership was not rare in our sample. In fact,
43.3 % of the managers had ethical leadership rat-
ings C 4.0. It was also common for respondents to report
having had some kind of role model. Most widely reported
were childhood role models (92.2 % C 4.0), followed by
career models (85.2 % C 4.0), and then top management
models (55.8 % C 4.0).
To test our hypotheses, we conducted multiple ordinary
least squares regression. We ran three separate regression
models—model 1 contained leader background and
demographic variables (age, gender, and number of direct
34. reports), model 2 included the three role modeling pre-
dictors, and model 3 included the hypothesized moderating
variables. The results are reported in Table 2.
Hypothesis 1 proposed that having a childhood role
model is positively related to ethical leadership. However,
childhood role modeling (b = -.02, ns) was not significant
in the main effects only model (model 2). Thus, Hypothesis
1 is not supported. Hypothesis 2 predicted that having an
ethical role model during one’s career is positively related
to ethical leadership. The results indicated that having had
a career role model (b = .16, p .01) was significantly
related to follower ratings of ethical leadership, supporting
Hypothesis 2. Counter to our predictions, top management
ethical modeling (Hypothesis 3) was not significantly
related (b = -.06, ns) to ethical leadership. In addition,
none of the control variables was related to follower ratings
of ethical leadership.
Next, we tested the hypotheses that age moderates the
relationship between childhood modeling and ethical
leadership (Hypothesis 4), career modeling and ethical
35. leadership (Hypothesis 5), and top management modeling
and ethical leadership (Hypothesis 6). The results (Table 2,
model 3) showed that two of the interaction effects
(childhood model 9 age, b = -.02, p .05; career
model 9 age, b = .02, p .10) were significant. The
impact of having had a childhood model on ratings of
ethical leadership (Fig. 1) is more strongly positive for
younger managers compared to older leaders. Age enhan-
ces the relationship between career modeling and ethical
leadership (Fig. 2), such that the influence of having an
ethical model during one’s career on ethical leadership was
stronger for older leaders. Overall, these results are sup-
portive of Hypotheses 4 and 5. We did not find a significant
interaction, however, for the leader age by top management
interaction. Thus, Hypothesis 6 is not supported.
Discussion
We investigated the relationship between different types of
ethical role models and follower ratings of ethical leader -
36. ship. We found, at least among respondents in this orga-
nization, that ethical role modeling is not rare. Childhood
models were the most commonly reported type of ethical
role model, followed by career role models and finally, by
top management models. Given the cynicism about ethics
in the workplace, it is noteworthy that a large majority of
respondents reported having had ethical role models in
their careers and more than half of respondents saw top
management as modeling ethical behavior.
We found no support for the idea that seeing top man-
agers as models of ethical behavior is related to a leader’s
ethical leadership ratings. But, leaders who reported having
had career ethical role models were more likely to be rated
as ethical leaders by their direct reports (Table 2). In
addition, the importance of these career ethical role mod-
eling effects varied with age (Fig. 2). Finally, we found no
main effect of having had a childhood role model on eth-
ical leadership. However, there was a significant interac-
37. tion between having had a childhood model and leader age
(Fig. 1).
The mean age of leaders in our sample was approximately
41 years old. Leaders one SD below the mean were about 34
and those 1 SD above the mean were approximately 49 years
Table 1 Means, SD, and correlations
Variable Mean SD 1 2 3 4 5 6 7
Ethical leadership 3.87 .47 (.91)
Age 41.36 7.51 .07
Gender .44 .50 -.01 -.03
Number of direct reports 9.05 5.62 -.12 -.12 -.16*
Childhood role model 4.53 .59 .03 .11 -.03 -.03 (.84)
Career mentor 4.30 .66 .19** .10 -.10 -.01 .33** (.85)
Top management 3.80 .75 -.05 .10 .05 .02 .27** .28** (.87)
N = 217; gender coded 1 = male, 0 = female; reliabilities in
(diagonal); number of direct reports indicated total number of
subordinates
reporting to a manager (including those not surveyed in this
research). The mean number of direct reports studied in this
research was 3.04
38. * p .05; ** p .01
Role Modeling and Perceived Ethical Leadership 593
123
of age. As hypothesized, the impact of childhood modeling
was strongest for younger leaders. This is likely because
childhood experiences are more recent and salient for these
leaders and the ethical lessons learned from childhood
models extend into early adult experiences in the workplace.
But, over time and with career advancement, the impact of
childhood models diminishes, while the impact of career
ethical role models increases (Fig. 2). Research suggests that
individuals ‘‘…often solidify their values or even develop
new moral values in adulthood in the process of interacting
with other adults …’’ (Eisenberg and Fabes 1998, p. 715). As
one progresses in one’s career, it is also likely that ethical
role models at work become more available and the oppor -
tunity to learn from them increases.
Further, developing ethical leadership involves acquir-
39. ing behaviors that go beyond the broad qualities associated
with being an ethical person. The types of general values
and behaviors (e.g., caring for others, honesty) learned
from childhood role models appear to provide a solid
foundation for ethical leadership in the beginning stages of
a leader’s career. However, ethical leadership also involves
incorporating leadership behaviors such as communicating
clear ethical standards and disciplining employees who
violate them. These may be more readily learned from an
ethical role model in the work context. These results sug-
gest that role modeling for ethical leadership might be
more effective over time when the model is from the same
context (the workplace) compared to an individual from a
different setting (childhood).
For most employees, the quantity and variety of models
that they were exposed to during their lifetime increases
with age. As a result, early childhood models should
eventually be supplemented and perhaps replaced by
40. models that are more proximate, salient, and relevant to the
workplace domain. We speculate, that if older leaders (i.e.,
almost 50 years old in our sample) perceive that they
continue to be greatly influenced by childhood models that
they were exposed to approximately four decades earlier,
this might reflect a lack of exposure to and learning from
other types of models who could provide a more complete
picture of what it means to be an ethical leader in the
workplace. Future research is necessary to investigate the
relationship between learner age and modeling influences.
We hypothesized but did not find support for the influ-
ence of top management ethical models on perceived eth-
ical leadership. Given that this research was conducted in a
single organization, we considered range restriction in our
top management modeling variable to be a possible culprit.
However, the data suggest that this was not the case.
Table 2 Results of multiple regression analysis
Variable Model 1
41. controls
only
Model 2
main
effects
Model 3
moderating
effects
Constant 3.84** 3.48** 2.51
Gender -.03 .00 -.01
Number of direct reports -.01 -.01 -.01
Age .00 .00 .03
Childhood role model -.02 .71*
Career .16** -.45
Top managers -.06 .02
Childhood role model 9 age -.02*
Career 9 age .02
�
Top managers 9 age .00
42. R
2
.02 .06 .10
F 1.35 2.39* 2.51*
Gender coded 1 = male, 0 = female
�
p .10; * p .05; ** p .01
3.5
3.6
3.7
3.8
3.9
4
4.1
4.2
Low Childhood Model High Childhood Model
E
th
ic
al
43. L
ea
d
er
sh
ip
Low Age
High Age
Fig. 1 Moderating effect of age on the relationship between
child-
hood modeling and ethical leadership. Values for high = ?1 SD,
low = -1 SD
3.5
3.6
3.7
3.8
3.9
4
4.1
4.2
44. Low Career Model High Career Model
E
th
ic
al
L
ea
d
er
sh
ip
Low Age
High Age
Fig. 2 Moderating effect of age on the relationship between
career
modeling and ethical leadership. values for high = ?1 SD, low =
-1 SD
594 M. E. Brown, L. K. Treviño
123
Variation in the top management modeling variable
(SD = .75) was greater than the variation for career men-
45. toring (SD = .69) and childhood modeling variables
(SD = .59), suggesting that respondents varied in their
perceptions of top management ethical behavior. Rather,
we suspect that our failure to find significant effects reflects
the challenges top managers face as ethical role models for
lower level supervisors in large organizations.
Upon further consideration, we believe that there are
likely more substantive reasons why top management
modeling was not significantly related to ethical leadership.
In large organizations such as this one, senior managers are
far removed from most employees and their leadership
behaviors are generally aimed at the entire organization,
thus providing little explicit behavior for lower-level
leaders to mimic. Employees also have few opportunities to
observe and form personal relationships with senior lead-
ers. Thus, even if senior leaders are seen as behaving
ethically, it is difficult for a lower-level leader to model
specific leadership behaviors based upon that leader’s
46. behavior. Our findings are consistent with previous
research on ethical role modeling which suggests that
ethical role modeling is a ‘‘side by side’’ phenomenon
(Weaver et al. 2005), one that requires frequent interaction
between the model and learner.
This is not to suggest that top managers are irrelevant
when it comes to organizational ethics. Research has
shown that top managers play an important role in shaping
the ethical culture of their organizations (Schaubroeck
et al. 2012; Treviño et al. 2000; Weaver et al. 1999a).
Research has also found that top management’s ethical
leadership has both direct and indirect effects on employee
attitudes and behaviors at lower levels in the organization
(Hansen et al. 2012; Mayer et al. 2009). Finally, although
our results suggest that the direct impact of top managers as
role models for managers at lower levels of organizations is
limited, top managers are likely to be important role
models for their own direct reports.
47. Implications for Research
This study contributes to the limited research on the ante-
cedents of perceived ethical leadership and is consistent
with a social learning perspective. It represents an impor -
tant step in examining the relationship between role mod-
eling and perceived ethical leadership. Although we have
learned that childhood models and career mentors are
linked to ethical leadership, many unanswered questions
about this topic merit further investigation.
Previous research has found a link between a leader’s
agreeableness and conscientiousness and follower ratings
of ethical leadership (Kalshoven et al. 2011; Walumbwa
and Schaubroeck 2009). One way to explain the link
between personality and ethical leadership is with social
learning theory, and specifically modeling. Are there spe-
cific traits that make ethical leaders more likely to seek out
and learn from role models? For example, leaders who are
more open to experience may be more aware of potential
48. models in their environment and more willing to learn from
them. Highly conscientious leaders might be more moti-
vated to seek guidance and cues from ethical role models
about how to boost their own responsibility and scrupu-
lousness. Leaders who are more agreeable might have more
opportunity to form close relationships with others during
their career: relationships that are conducive to formal and
informal ethical mentoring (Weaver et al. 2005). All of
these questions might be pursued in future research.
Beyond the big five model, other individual differences
should also be investigated. For example, cognitive moral
development might influence the social learning of ethical
standards and behavior from role models (Moberg 2000).
At a conventional level of moral reasoning (characteristic
of most adults), individuals look to others for ethical
guidance. This suggests that leaders at a conventional level
are more likely to look to role models for ethical guidance.
Thus, a leader’s level of moral reasoning might influence
49. the number of models selected or the influence of such
models on the development of ethical leadership.
Researchers should also examine the underlying factors
that explain how ethical role models facilitate the devel -
opment of ethical leadership. What is it about an ethical
role model that enhances perceived ethical leadership?
Does exposure to ethical role models strengthen leaders’
moral identity (Aquino and Reed 2002), increase moral
awareness (Rest 1986), advance moral reasoning (Kohl-
berg 1969), or encourage the internalization of moral val -
ues? All seem likely to play a role in the development of
ethical leadership.
In addition, we do not know how conflicting messages
from a particular model would influence ethical leadership
or whether different modeling sources enhance or neu-
tralize each other. Previous research on modeling suggests
that conflicting modeling information from a particular
source can be problematic. Inconsistences from the same
50. model that are seen to be hypocritical have a particularly
negative effect (Bandura 1986). But what happens when
multiple modeling influences send congruent messages?
Do modeling influences interact to enhance ethical lead-
ership? To explore this possibility, we examined higher
order interactions between career, childhood, and top
management models in a post hoc analysis but did not find
significant results. However, our ability to do so is con-
strained by the limitations of our sample size. Future
research should examine these possibilities more closely in
sample sizes large enough to detect higher order interaction
effects.
Role Modeling and Perceived Ethical Leadership 595
123
The context for this research was a traditional office
environment where face to face interaction between
employees is the norm. However, the increasing prevalence
51. of distributed organizations and the use of technologies to
work and communicate may alter how people select,
observe and learn from models. Whether and how effective
ethical modeling can occur in these types of organizations
must be studied further especially in work situations where
employees are distributed or working virtually and have
fewer opportunities for ‘‘side by side’’ interactions with
ethical role models.
Finally, although the recent trend is to focus on positive
organizational scholarship, researchers should examine the
role of unethical role models and abusive leaders (Tepper
2000). Related research on ethical leadership suggests that
negative leadership might be more important in predicting
negative outcomes in some settings (Detert et al. 2007).
Previous research suggests that peer modeling of unethical
behavior impacts individual-level deviance and unethical
behavior (Robinson and O’Leary-Kelly 1998; Zey-Ferrell
et al. 1979). What impact does unethical leader modeling
52. have on ethical leadership? Might negative role models
motivate subordinate leaders to emulate or to avoid the
modeled behaviors? If the leader chooses avoidance, can
such a leader become an ethical leader without having had
positive role models? Does having had a good ethical role
model in one’s career outweigh the influence of a bad
ethical model? Does that depend on how successful each is
in the organization? Research on role modeling in general
suggests that older employees tend to learn from both
positive (i.e., learn what to do) and negative (i.e., learn
what ‘‘not’’ to do) role models (Gibson 2003), so it seems
likely that having had both types of role model might
influence ethical leadership in a positive way because the
developing leader has choices among models. Such ques-
tions clearly require additional research.
Implications for Practice
This research has a number of implications for practice.
First and foremost, the results point to a way that organi-
53. zations may be able to promote ethical leadership by
identifying and promoting ethical role models within their
organizations. Given the importance of childhood model-
ing, especially for younger leaders, employers might ask
young applicants about and select employees who have had
experiences with strong ethical role models early in life.
Then, it appears important to build on those early experi -
ences by emphasizing the importance of ethical role
models as one’s career develops. This means emphasizing
the important role that managers and mentors play in the
development of ethical leaders. Also, given the increased
mobility in the labor market and the likelihood that
employee tenure in a single organization may be short, it
will be important to ask prospective employees questions
about whether they have had both types of role models and
use this information in their leadership development.
The effect of senior manager ethical role models seems
limited in terms of developing ethical leadership at lower
54. levels of management, especially in large organizations.
Certainly top management ethical leadership is important
for creating and providing resources to support an ethical
culture (Schaubroeck et al. 2012; Treviño 1990), but in
terms of developing ethical leadership at the supervisory
level, more proximal ethical role models are needed.
Organizations interested in developing ethical leadership
should make efforts to promote ethical role modeling
among supervisors at all levels. One challenge to doing so
is that Weaver et al. (2005) found that ethical role models
tend to be humble. They are not likely to tout the fact that
they are ethical role models. As a result, leadership
development programs need to find them (perhaps through
360� evaluation programs) and emphasize the importance
of their role without contradicting their humble nature.
Finally, given the prominence of corporate philanthropy,
especially among large corporations, this research suggests
that companies may wish to invest in organizations that
55. promote opportunities for childhood ethical role modeling
and development (such as scouting or Big Brother Big
Sister programs). They can now tie such donations to their
own strategic needs in a way that they may not have pre-
viously considered.
Limitations
This study has a number of limitations that require caution
when interpreting the findings.
First, the research was conducted in a single organiza-
tion. Although this allowed us to control for contextual
factors that might influence ethical leadership (Brown and
Treviño 2006), we do not know whether or to what degree
our findings generalize to other organizations. For exam-
ple, it seems likely that the potential modeling influence of
top managers is greater in small organizations, where
opportunities to interact with and observe senior leaders up
close are more frequent.
Second, the role modeling measures were developed for
56. this research. Although these measures were pilot tested
and appear to have acceptable psychometric properties, we
cannot rule out that some of our non-findings may be
related to the way we measured these constructs. These
measures should be subjected to more rigorous measure
development processes in the future. In addition, our
modeling measures were broadly written to capture three
categories of models—childhood, career, and top
596 M. E. Brown, L. K. Treviño
123
managers. Now that we have some evidence to suggest role
modeling is related to ethical leadership, in the future these
measures could be refined in order to tease out specific
types of models (e.g., parents, former supervisors, etc.) and
evaluate their impacts on ethical leadership development.
Finally, this study used a cross-sectional design. Our
results indicate that role modeling and ethical leadership are
57. related. And, theory suggests that the causal arrow flows
from having had ethical role models in the past to be seen as
an ethical leader oneself currently. However, future research
should employ longitudinal data to establish causality.
Conclusion
Our findings support the idea that role modeling is related
to ethical leadership. Having had an ethical role model
during one’s career is positively associated with ethical
leadership. The importance of career ethical role models is
stronger for older leaders. Similarly having had a childhood
ethical role model is positively related to follower-rated
ethical leadership, but this relationship diminishes with
leader age. Overall, these findings suggest that organiza-
tions can promote and develop ethical leadership within
their organizations by hiring young employees who have
had strong ethical role models early in life and by sup-
porting career ethical role models who play an important
role in developing ethical leadership, especially for older
58. leaders.
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http://www.harrisinteractive.com/vault/HI-Harris-Harris-Poll-
Confidence-Index-2011-05-18.pdf
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Confidence-Index-2011-05-18.pdfDo Role Models Matter? An
Investigation of Role Modeling as an Antecedent of Perceived
Ethical LeadershipAbstractIntroductionTheory and
HypothesesModeling, Social Learning, and Ethical
LeadershipChildhood ModelsCareer ModelsTop Managers as
Ethical Role ModelsThe Moderating Effect of AgeMethods and
ResultsSampleMeasuresRole ModelingEthical LeadershipLeader
AgeControlsResultsDiscussionImplications for
ResearchImplications for
PracticeLimitationsConclusionReferences