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.
An extended version of a presentation at the University of Oxford April 2012 outlining some of the arguments from my book "Moral Leadership in Medicine" Building Ethical Healthcare Organizations"
Ethical leadership is directed by respect for ethical beliefs and values and for the dignity and rights of others.
Social learning theory shows how the followers of a leader identify the characteristics of leader as ethical characteristics of leader and also the situational influences.
An extended version of a presentation at the University of Oxford April 2012 outlining some of the arguments from my book "Moral Leadership in Medicine" Building Ethical Healthcare Organizations"
Ethical leadership is directed by respect for ethical beliefs and values and for the dignity and rights of others.
Social learning theory shows how the followers of a leader identify the characteristics of leader as ethical characteristics of leader and also the situational influences.
A research-based ethical leadership training, covering 3 levels:
1- Personal
2- Team
3-Organization
Developped by Youssef Gaboune and Dr Tareq Al Suwaidan
A summary of ethical leadership,as part of the "Real Value Leadership" series.
Leading in an ethical manner can deliver increased value to a business as well as attracting and keeping the high performers that every business would like to have.
Comml511 ethical leadership brown_espinoza_stwarserTito Espinoza Jr.
Ethical Leadership is urgently needed in modern organizations. Ethical leadership is composed of several elements of which we believe credibility, vision, and relationships are essential.
A research-based ethical leadership training, covering 3 levels:
1- Personal
2- Team
3-Organization
Developped by Youssef Gaboune and Dr Tareq Al Suwaidan
A summary of ethical leadership,as part of the "Real Value Leadership" series.
Leading in an ethical manner can deliver increased value to a business as well as attracting and keeping the high performers that every business would like to have.
Comml511 ethical leadership brown_espinoza_stwarserTito Espinoza Jr.
Ethical Leadership is urgently needed in modern organizations. Ethical leadership is composed of several elements of which we believe credibility, vision, and relationships are essential.
Do Role Models Matter An Investigation of Role Modelingas aDustiBuckner14
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 ...
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.
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.
A Systematic Literature Review of Servant Leadership Theoryi.docxransayo
A Systematic Literature Review of Servant Leadership Theory
in Organizational Contexts
Denise Linda Parris • Jon Welty Peachey
Received: 20 February 2012 / Accepted: 8 April 2012 / Published online: 22 April 2012
� Springer Science+Business Media B.V. 2012
Abstract A new research area linked to ethics, virtues,
and morality is servant leadership. Scholars are currently
seeking publication outlets as critics debate whether this
new leadership theory is significantly distinct, viable, and
valuable for organizational success. The aim of this study
was to identify empirical studies that explored servant
leadership theory by engaging a sample population in order
to assess and synthesize the mechanisms, outcomes, and
impacts of servant leadership. Thus, we sought to provide
an evidence-informed answer to how does servant leader-
ship work, and how can we apply it? We conducted a sys-
tematic literature review (SLR), a methodology adopted
from the medical sciences to synthesize research in a sys-
tematic, transparent, and reproducible manner. A disci-
plined screening process resulted in a final sample
population of 39 appropriate studies. The synthesis of these
empirical studies revealed: (a) there is no consensus on the
definition of servant leadership; (b) servant leadership
theory is being investigated across a variety of contexts,
cultures, and themes; (c) researchers are using multiple
measures to explore servant leadership; and (d) servant
leadership is a viable leadership theory that helps organi-
zations and improves the well-being of followers. This
study contributes to the development of servant leadership
theory and practice. In addition, this study contributes to the
methodology for conducting SLRs in the field of manage-
ment, highlighting an effective method for mapping out
thematically, and viewing holistically, new research topics.
We conclude by offering suggestions for future research.
Keywords Leadership � Leadership theory � Servant
leadership � Systematic literature review
Introduction
Leadership is one of the most comprehensively researched
social influence processes in the behavioral sciences. This is
because the success of all economic, political, and organi-
zational systems depends on the effective and efficient
guidance of the leaders of these systems (Barrow 1977). A
critical factor to understanding the success of an organiza-
tion, then, is to study its leaders. Leadership is a skill used to
influence followers in an organization to work enthusiasti-
cally towards goals specifically identified for the common
good (Barrow 1977; Cyert 2006; Plsek and Wilson 2001).
Great leaders create a vision for an organization, articulate
the vision to the followers, build a shared vision, craft a path
to achieve the vision, and guide their organizations into new
directions (Banutu-Gomez and Banutu-Gomez 2007; Kotter
2001). According to Schneider (1987), the most important
part in build.
ABSTRACT
The results of this study revealed a correlation between leaders’ personality traits and levels of organizational commitment in Apparel and/or Consumer Packaged Goods organizations. Data were collected from 50 leaders in these organizations, along with 204 of their associates in the New York and New Jersey area.
Using the Hogan Personality Inventory (HPI), the Organizational Commitment
Questionnaire (OCQ), and a demographic survey, the data were collected. Leaders were comprised of Director and Vice President level managers. These leaders completed the Hogan Personality Inventory, which measured five distinct areas of personality: Ambition, Adjustment, Sociability, Interpersonal Sensitivity, and Prudence. Associates reporting to these leaders completed the Organizational Commitment Questionnaire, rating their own levels of organizational commitment. Evidence supported the reliability and validity of both leader personality and organizational commitment models and instruments.
This research study concluded there is a significant relationship
between leaders’ personality traits and associates’ levels of organizational commitment. Specifically, leaders’ Interpersonal Sensitivity and Adjustment personality traits both influence and shape associates’ levels of organizational commitment. The remaining personality traits examined showed weak relationships with organizational commitment. Statistical data and implications for the findings are included
Annotated Bibliography – Part 115MGMT 8410 Assignment A.docxjustine1simpson78276
Annotated Bibliography – Part 1 15
MGMT 8410 Assignment: Annotated Bibliography – Part 1
Uchenna Ohaeri, [email protected]
Student ID #: A00647580
Program: PhD in Management
Specialization: Leadership and Organizational Change
Faculty: Terry McGovern, [email protected]
Walden University
September 4, 2016
Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader-member exchange: A closer look at relational vulnerability. Journal of Leadership & Organizational Studies, 15(2), 101–110. doi: 10.1177/1548051808320986
The study by Scandura and Pellegrini examined the effect of trust in a leader-member exchange (LMX) quality, which they conducted amongst 228 full-time employed professionals enrolled in an Executive MBA program at a large Southeastern University. The authors achieved this by espousing Lewicki, Bunker, and Stevenson’s 11-item scaling method, which explored the Calculus-Based Trust (CBT), and Identification-Based Trust (IBT) scales. The scales are rated on the Cronbach alpha index to show their proportionality and linearity with LMX. Scandura and Pellegrini’s study revealed that a third-order “S-shaped” polynomial relationship existed between the CBT and LMX. They also found out that a linear relationship existed between the IBT and LMX, thereby providing support for their Hypothesis number 2.
The authors’ work draws strength from some four decades of available leadership researches and their opposition with leadership styles. Their main proposition is connected to the fact that leaders differentiate in their dyadic relationship with followers rather than espousing a particular leadership style with other members of the team or group. According to them, recent studies has resulted to the LMX research development, which in their view, asserts that the supervisor–subordinate dyad exist between two different possibilities ranging from “low-quality” relationship to “high-quality” relationships.
Scandura & Pellegrini’s finding reveals the significance of trust in the leader as a valuable tool between LMX and performance. This is affirmative, as the LMX concept is analyzed as a “trust-building” process. The implications of this study of the social exchange theory (SET) are that it will help in providing strategies on how ethical leaders affect organizational goals and outcomes. Some researchers posit that the SET suggests that team members and employees requite the leaders' behavior on them on a mutual ground. Relationship in social exchange can eventually evolve which is characterized by good levels of trust and diminished levels of control. The important concern is that it is pertinent to note that some of the LMX parameters have measures that are directly correlated with the concept of trust. I contend that power distance, which is an important cultural factor in any social exchange, may have an influence in an LMX relationship. Consequently, further research should be conducted in order to investigate the.
Leadership effectiveness a multi-factorial model dr. m. roussety mba, m led,...jameskandi
Dr. Maurice Roussety is an Executive Consultant at DST Advisory and Lecturer in Small Business, Franchising and Entrepreneurship at Griffith University in Queensland, Australia. Maurice holds a PhD from the Griffith University in Intellectual Property and Franchise Goodwill Valuation. He also holds a Master’s degree in Leadership and a Master of Business Administration.
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.
Similar to The Moral and Ethical Traits of Leaders and the Effects on the Organization (20)
The Moral and Ethical Traits of Leaders and the Effects on the Organization
1. Running head: MORAL AND ETHICAL TRAITS OF LEADER 1
The Moral and Ethical Traits of Leaders and the Effects on the Organization:
A Literature Review, 2010-2014
Richard V. Jones
The University of Texas at Tyler
Tech 5303.60 Research Tech in HRD / TECH
I embrace honor and integrity. Therefore, I
choose not to lie, cheat, or steal, nor to accept the actions of those who do.
2. MORAL AND ETHICAL TRAITS OF LEADERS 2
The Moral and Ethical Traits of Leaders and the Effects on the Organization:
A Literature Review, 2010-2014
Introduction
One only needs to look into the news headlines to see the devastation that can be caused
when an organizational leader lacks morals and ethics. A leader’s ability to lead is only as strong
as the moral and ethical base from which they are built. Brown and Trevino (2013) suggested
that “executive ethical leaders were frequently described as models of ethical conduct. Further,
when top managers are personally committed to ethics, their organizations’ ethics programs are
more comprehensive, have stronger aspirational orientations” (p.590). This study seeks to
examine the ethical and moral characteristics of the leader and the effects on the organization. In
addition, it seeks to look at the relevant literature that provides a road map for future training for
moral and ethical development of leaders.
Understanding ethical behavior of leaders translates into the understanding of the decision
making processes of groups within organizations. It is through this understanding that research
can develop training that will provide organizations with the tools to combat unethical behavior
and the results of this type of behavior. In their conclusion Brown and Trevino (2013) suggested
that role modeling is related to ethical leadership and that an organization that looks to hiring
employees with strong role models in life and through development of strong ethical leadership
will positively affect the organizations outcome. (p. 597)
Review of Existing Literature
Review of the relevant literature reveals aspects that support the effects of ethical vs.
unethical behavior of leadership on organizations. Brown and Trevino (2013) suggest that
3. MORAL AND ETHICAL TRAITS OF LEADERS 3
organizations that view their leadership as ethical are stronger than their counterparts (p. 587). It
is through this relationship that both the positive and negative ethical behaviors between the
leader and the organization are connected.
Steinbauer , Renn, Taylor & Njoroge, (2013) implied that the ethical decisions of an
organizations leaders directly influences the decisions of a group. This implies that if a group
views the leader as ethical then the group will act in an ethical manner. Additionally, they
remarked that the ownership of the ethical action was the perceived ownership of the leader and
therefore not that of the followers (p. 381). This leads to the consideration that leadership ethics
determines the ethics of the group or organization with little to or no resistance as understood by
Hoyt and Price (2013). Furthermore, they determined that the presence of the leadership directly
influenced the decision of the group as opposed to the absence of leadership (p. 538)
Additionally, Frisch & Huppenbauer (2013) implied that organizations that educate and
equip their management teams with the tools in ethical decision making will have positive
impact on the organization when demonstrated through long term business strategy.
Strengthening this argument Lynham & Chermack (2006) implied that Ethics are measured by
what the group perceives of the leaders’ habits and that performance increases when responsible
leadership performance is translated into time, quantity, and alignment (p. 82).
Theoretical Framework
The theoretical framework for this study is based on empirical indicators developed by
Dr. Susan A. Lynham and Dr. Thomas J. Chermack under the title of The Units of the
Theoretical Framework. This includes the following areas of consideration as noted in their
studies. Empirical Indicators for the Unit of Constituency, Empirical Indicators for the Unit of
4. MORAL AND ETHICAL TRAITS OF LEADERS 4
Responsibleness, Empirical Indicators for the Unit of Performance, and Empirical Indicators for
the Leadership System-in-focus. Dr. Lynham and Chermack studies specified a relation to moral
and ethical behavior under the Emperical Indicators for the Unit of Responsibleness in the
framework has implied results directly related to this study. ( Lynham & Chermack, 2006, p. 82)
Purpose of the Study
The purpose of this study is to evaluate relevant scholarly literature on moral and ethical
leadership that will in turn lead to a deeper understanding of the development of the morale and
ethical leadership. It is this author hope to gain an increased amount of knowledge that will gain
a greater understanding of the source of moral and ethical leadership traits.
Guiding Research Question
The researcher is guided by the research question, According to recent peer-reviewed
literature, how are moral and ethical leadership traits developed and what are the results of the
moral and ethics of a leader on the organizational culture?
Delimitations and Limitations
This study will focus primarily on discovery and analysis of the published peer-reviewed
literature found in databases subscribed to by The University of Texas at Tyler library relevant to
this study. It is limited by the availability of literature that can be located in the UT Tyler library.
It may contain other scholarly works such as books and monographs if they are readily available
for the researcher as background information.
Significance of the Study
This review of literature is significant because it explores the traits, morals, and ethics of
leadership. Today’s society is often plagued by corruption and mistrust of organizational leaders
thus it is imperative that we gain a full understanding of the moral and ethical decisions of
5. MORAL AND ETHICAL TRAITS OF LEADERS 5
leader’s and their subsequent effect on organizational culture if the direction of the of the society
is to change as a whole. “Based on prior work suggesting that third parties also make fairness
judgments and respond to the way employees are treated, this study first suggests that
perceptions of interactional justice for peers (IJP) lead employees to two different responses to
injustice at work”
Methodology
This study will utilize peer reviewed scholarly literature. Analysis of the literature will
seek to discover the moral and ethical traits of leadership and their perceived effects on the
organization as well as possible future trainings that are conducive for the moral and ethical
development of future leaders.
Study Design and Data Collection Procedures
The basis for this study is that of a literature review. In this study, peer-reviewed
literature is located and then analyzed to develop paths for future leadership development and
literary knowledge. In the current study, data collection will involve the discovery of peer-
reviewed articles from The University of Texas library database pertaining to the above
mentioned subject matter. Search terms included ethical leadership, ethics, organizational
culture, morals, social model, leader, employee, and leadership development occurring within
article titles. Databases will include gleaned from databases at: The University of Texas at Tyler.
Results
Examination of the peer reviewed articles have pointed towards a conclusion that there is
a perceived connection between the ethics and moral behavior of leadership and the relationship
to the followers for which they lead. The following observations were noted as a result of this
perceived behavior of leaders. When employees are treated unjustly there are two ways in which
6. MORAL AND ETHICAL TRAITS OF LEADERS 6
the other members of a group may respond. Deviant Workplace Behavior (DWB) or
Organizational Citizenship Behavior (OCB) (Zoghbi-Manrique-de-Lara & Sua´rez-Acosta, 2013,
p. 537) Studies have indicated that the leaders are the driving force behind the ethical standards
of their team members as a result of their actions or inactions in ethical and moral behavior.
“executive ethical leaders were frequently described as models of ethical conduct. Further, when
top managers are personally committed to ethics, their organizations’ ethics programs are more
comprehensive, have stronger aspirational orientations” (Brown et al., 2013, p. 590)
Studies have shown that when individuals are given the independent choice to make
decisions they tend to follow less unethical decision making on the behalf of the group.
However, when the focus of the group decision is directly associated with the group leader
decision role the group will tend to engage is less ethical behavior to benefit the group. This is to
say that the group will tend to do as they are told to do by the leader with little resistance. (Hoyt
& Price, 2013, p.536) The relationship of the leader to the followers has a direct correlation to
the results of the decisions of ethical and moral decision making. Hoyt et al., (2013) found that
the relationship of the leader and their ethical decisions forces the decision of the team members.
This relationship can be that of a positive of negative influence on the teams overall ethical
standards. Additionally, Steinbauer, Renn ,Taylor & Njoroge, (2013) found that the follower’s
decision to abide by the leaders ethical decision was based on the perception that the ownership
still belong to the leader. Only when the followers were engaged in deliberation over the ethical
issue did the self-leadership of the followers show a different direction than the leader.
Further indications of the leader’s ethics and moral standards were found to directly influence the
productivity of the given employees. Demirtas, (2013) found that as leaders influence the
outcome of work performance through ethical leadership both ethical and unethical behavior.
7. MORAL AND ETHICAL TRAITS OF LEADERS 7
Leaders viewed as ethical leaders raise the sense of justice while those of questionable ethics
lower the perception of justice within an organization. This seems to point to the evidence that a
leader directly shapes the organization through their perceived ethical and moral behavior.
Given the information discussed the following question was raised as to the level of
ethical and moral behavior among leaders. In order to develop ethical leaders we must educate
and equip managers with competencies used in ethical decision making and in doing so we must
first ask the following
question. How ethical of a
leader am I? (Frisch &
Huppenbauer, 2013, p.39)
So where in turn does
this all lead? Moral courage
promotes ethical and pro-social
behavior and moral courage is
critical for the theoretical
argument explaining the link
between moral-judgement and
moral behavior. (Hannah,
Avolio, & Walumbwa, 2011,
p.571) This study seem
to indicate managers that
display the following
leadership qualities such as integrity, fairness, rewarding, supportive, and live up to the standards
8. MORAL AND ETHICAL TRAITS OF LEADERS 8
of an ethical role model are more adapt to overcome obstacles and follow the ethical path. (Lu, &
Lin, 2013, p.221) However, it is only through training that our leaders will ever reach a higher
level of ethical behavior. Taylor & Pattie (2014) made this conclusion as to the importance of
investing and developing of leaders in an ethical environment. Taylor et al., (2014) found that
“investing in ethics and ethical leaders. Consistent with prior research, our findings suggest
organizational efforts aimed at increasing ethical leadership can be helpful in reducing follower
incivility. Such interventions are particularly important given that leaders’ actions influence the
behavior of employees at lower organizational levels”
The greatest discovery made by the researcher was in the works of Susan A. Lynham and
Thomas J. Chermack. It was through their Unit of Constituency that gave a greater understanding
of the previous discussed reviews. What this author found to be the most conclusive outside of
the theoretical modeling was their following connection to ethical behavior. (Lynham &
Chermack, 2006)
Lynham & Chermack, (2006) found that “Empirical Indicators for the Unit of
Responsibleness” as discussed gave the following “The value of responsibleness increases as
measured by effectiveness, ethics and endurance, where…
• effectiveness is measured by constituency perception of effective leadership practices.
• ethics is measured by constituency perception of ethical leadership habits, and
• endurance is measured by constituency perception of the nature and employment of enduring
resources.” (Lynham et al., 2006, p.82) Unfortunately, the path as to what determines an ethical
leader versus an unethical leader is unclear. However, there seems to be a clear indication
through research that clear connections exist between the behavior of leaders and the effect on
their employees.
9. MORAL AND ETHICAL TRAITS OF LEADERS 9
Table 1: is a summary of concepts related to this research. Although this is merely a
synopsis of authors concepts, its meaning points towards perceived evidence that ethical
leadership is directly associated with follower’s behavior. It is this researcher hope that a
correlation between ethics and the resulting actions of followers can be clearly understood.
Table 1 General Contributing Idea by Topic and Credited Authors Description
Key Discussion Authors Description
Positive or
Negative
Influencer
Implied
Action Vs.
Direct
Action
Authors
Ethical Leadership
When executive leaders are
personified as ethical leaders their
organizational programs in ethics are
strongerthan their counterparts.
Positive Direct
( Brown &
Trevin˜o, 2013)
Results of Unethical
Treatment
When employees are treated unjustly
there are two ways in which the other
members of a group may respond.
Deviant Workplace Behavior or
Organizational Citizenship Behavior
Negative Implied
(Zoghbi-Manrique-
de-Lara & Sua´rez-
Acosta,2013)
Non-leading versus
leading roles in ethical
decision making
When a group is placed under
leadership the ethical decisions of the
leader tends to become the ethical
decision of the group with little
resistance.
Both Implied
(Hoyt & Price,
2013)
Role relationship in
ethical decision
making
The relationship of a leader’s ethical
decision directly influences the
decisions of the group
Both Direct
(Steinbauer , Renn,
Taylor & Njoroge,
2013)
Ethical leadership
behavior
Leaders influence the outcome of
work performance through ethical
leadership both ethical and unethical
behavior.
Both Direct (Demirtas, 2013)
Ethical level of
leadership
Educate and equip managers with
competencies used in ethical decision
making.
Positive Direct
(Frisch &
Huppenbauer,
2013)
Moral courage
Moral courage promotes ethical and
pro-social behavior Positive Direct
(Hannah, Avolio,
& Walumbwa,
2011)
Ethical Leadership
Investing in the ethics of our leaders
and increasing ethical leadership
decreases the team’s lack of caring
and poorperformance of team
members under leadership.
Positive Direct
(Taylor &Pattie
2014)
Empirical Indicators
for the Unit of
The group’s needs are measured
through formal and informal inputs in Positive Direct
(Lynham &
Chermack, 2006)
10. MORAL AND ETHICAL TRAITS OF LEADERS 10
Constituency the evaluation of leadership.
Empirical Indicators
for the Unit of
Responsibleness
Ethics are measured by what the
group perceives of the leaders habits Both Implied
(Lynham &
Chermack, 2006)
Empirical Indicators
for the Unit of
Performance
Performance increases when
responsible leadership performance is
translated into time, quantity,and
alignment
Positive Direct
(Lynham &
Chermack, 2006)
Empirical Indicators
for the Leadership
System-in-focus
Leadership using the group’s feedback
of what a leader should be in practice
increases the effectiveness of the
leadership.
Positive Direct
(Lynham &
Chermack, 2006)
Effects of Ethical
Leadership
Employees that work within an ethical
environment will tend to act in an
ethical behavior
Positive Implied (Lu, & Lin, 2013)
Discussion and Future Direction
How moral and ethical leadership traits developed and what are the results of the moral
and ethics of a leader on the organizational culture? This was the driving question behind the
relevant literature review. Research implied a relationship between leadership ethics and the
decision made by the followers within the leaders group or organization. This relationship can
lead to both a positive outcome and a negative outcome based on the perceived ownership of the
behavior by the leader and the type of ethical or unethical behavior. (Steinbauer , Renn, Taylor &
Njoroge, (2013) p.381)
It is further understood that through education leadership can be developed towards
positive ethical decision that will in turn result in a positive business model if pursued over a
long term plan of development. It is understood that in an ethical environment the group or
organization will outperform another similar group within an unethical environment. (Frisch et
al., 2013)
11. MORAL AND ETHICAL TRAITS OF LEADERS 11
What is not truly understood is the choice to follow an ethical vs. an unethical path. This
researcher is guided to a consideration through the evidence presented that a deeper decision
making process should be considered. Future research that further explains the reasoning behind
the individual thought process following one path or another will lead to a better understanding
of how to train the leadership in managing ethical and business decisions.
It is this researcher’s opinion that individuals making decisions daily exist within what I will
refer to as the kaleidoscope effect. This is the point in which all options good or bad are on the
table and given the available options most individuals will follow the path of least resistance
good or bad which leads to the most favorable or least involved outcome. However, there is little
research available to fully support this idea and could be examined further by this or other
researchers.
12. MORAL AND ETHICAL TRAITS OF LEADERS 12
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