IMPACT OF ETHICAL LEADERSHIP ON EMPLOYEE PERFORMANCE WITH PERSPECTIVE OF SOCIAL LEARNING THEORY

4. Ethics, in particular business ethics, has continued to
attract the eyes of the world.
Unethical decisions and activities frequently
undermine the performance and abilities of many
organizations.
Nowadays, additional factors like transparency,
fairness and justice act as indicator of business success.

5. Ethical leadership typically involves leading employees
to build good relationships based on respect and trust
1. Ethical Leadership Supports Increase in
Employee Performance with help of:
– Trust
– Integrity
– Relationships
– Transparency

6. Ethical Corporate Culture
Building and sustaining an ethical corporate culture requires
ethical leadership
Where and why does ethical leadership matter
The benefits of ethical leadership can be seen most
clearly where it is absent
Absence of ethical leadership foster greed, fraud, confusion,
alienation, tension and struggle
Clearest example of this in recent years is the Enron Scandal

7. ASKARI BANK
ASKARI BANK
Vision
“To be the bank of first choice in the region”
Mission
leading bank in Pakistan
delivering quality service
effective human resource management
high ethical and professional standards
contributing to society

8. ASKARI BANK
History of organization
Askari Bank was incorporated in Pakistan on
October 9, 1991, as a public limited company
The Bank is listed on Karachi, Lahore and
Islamabad Stock Exchanges
Askari Bank has since expanded into a network of
261 branches / sub branches, including 34
dedicated Islamic banking branches, and a
wholesale bank branch in BahrainASKARI BANK

9. ASKARI BANK
Range of Products and
Services
• Consumer banking
• Islamic banking
• Branch banking
• Agriculture banking
• Corporate & investment banking
• Alternate Delivery Channels

10. IMPACT OF COLLECTIVISTIC
AND INDIVIDUAL CULTURE ON
ETHICAL LEADERSHIP AND
EMPLOYEES PERFORMANCE

11. Collectivism Vs.
Individualism
•Collectivism states that each
person is encouraged to be an
active player in society, to do what
is best for society as a whole rather
than themselves.
•Working with others and
cooperating is the norm; everyone
supports each other as a
community, family or nation more
than as an individual.
• It is "I" identity promoting
individual goals, initiative and
achievement. In this
independence is valued.
•People are encouraged to do
things on their own means they
try to rely on themselves .

12. CONTRIBUTION TOWARDS CULTURE BY
HOFSTEDE
• We found that the individualism-collectivism cultural dimension has an
important and robust causal effect on long run growth and performance.
• The best known international measure of individualism and collectivism
is that developed by Hofstede.
Hofstede (2001) who used surveys of IBM employees in about 30
countries.
• In summary, the Hofstede individualism score measures the extent to
which it is believed that individuals are supposed to take care of
themselves as opposed to being strongly integrated and loyal to a
cohesive group. Individuals in countries with a high level of the index
value personal freedom and status, while individuals in countries with a
low level of the index value harmony and conformity.

13. Differential aspects of
Collectivism & Individual
• Behavioral and Motivational difference
• Relational difference
• Immigration
• Performance

14. QUESTIONARES/
INTERVIEW ANALYSIS
1. Ethical Leadership is leading by knowing and doing what is
right. The problem with ethical leadership is that it is
difficult to define “right”. So how you define right?
Managers/ EmployeesIdentify “trigger" situations – like
purchasing, hiring, firing, promoti
ng, and calculating bonuses
Decision making that sometimes
not beneficial for employees but
good for organization
Making right opportunities for
employees to motivate them
Provide financial as well as moral
support
All of them

15. QUESTIONARES/
INTERVIEW ANALYSIS
2. Among five dimensions of ethical leadership, which one
would you prefer the most?
Manager/ Employees
Respect others
Serve others
Show Justice
Manifest honesty
Build community

16. QUESTIONARES/
INTERVIEW ANALYSIS
3. Individual performance is most of the time determined by
motivation and the will and ability to do the job. How
ethical leadership helps in demonstrating good
performance?
Manager/ Employees
By increasing more employee
interaction
By motivating and building new
opportunities for others
By setting targets to achieve by
any mean
By following national as well as
international standards of other
banks

17. QUESTIONARES/
INTERVIEW ANALYSIS
4. As an employee of this bank, how u think u can adopt
best learning skills to learn and improve your
performance level, either,
Manager/ Employees
Following such leaders, whom you
think are attractive and well
behaved
Following such role models, having
characteristics, that are unique and
you can easily copy them
Perform the same behavior that
you think can lead your
performance up.

18. Recommendations & Suggestions
 Harmfulness of Unethical Decisions & Activities
 Trust of Employees
 Efficiency of Employees & Sustainability of
Organization
 Loyalty of Employees
 Communication of Ethical Standards to
Employees
 Identification of Individualist & Collectivist
Culture
 Increase in Job Performance
 Attitude towards Immigration
 Learning by Observation

19. • Perception in Askari Bank
 Value of Employees’ Point of View
 Communication of Ethical Code to Employees
 Five Dimensions of Ethical Leadership
 Positive Relationship with Stakeholders
 Moral Courage
 Recommendation for Future Researchers
Recommendations & Suggestions

20.  Relationship between Ethical Leadership &
Employee’s Job Performance
 Relationship between Ethical Leadership &
Employee’s Intention To Leave The Job &
Employee Conflict
 Absence of Ethical Leadership
CONCLUSION

21. CONCLUSION
• Perception in Askari Bank
 Right Things in Leadership
 Care for Others
 Community Building
 Purpose of positive Relationship with
Stakeholders
 Building & Promoting New Oppurtunities for
Employees
 Impact of Social Learning on Job Performance
 Employee Turnover & Likelihood of Attracting
New Employees

22. limitations
 Time
 Respondents
 Data