Longitudinal Patterns of Ethical Organisational Culture as a Context for Leaders’ Well-Being: Cumulative Effects Over 6 Years (original) (raw)
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Journal of Business Ethics, 2011
The present study had two major aims: first, to examine the construct validity of the Finnish 58-item Corporate Ethical Virtues scale (CEV; Kaptein in J Org Behav 29:923-947, 2008) and second, to examine whether the associations between managers' perceptions of ethical organisational culture and their occupational well-being (emotional exhaustion and work engagement) are indirectly linked by ethical strain, i.e. the tension which arises from the difference in the ethical values of the individual and the organisation he or she works for. The sample consisted of 902 managers from different organisations, in middle and upper management levels, aged 25-68 years. The results of the confirmatory factor analysis (CFA) provided support to the hypothesised eight-factor structure of the CEV scale; i.e. the scale contained the factors of clarity, congruency of supervisors, congruency of senior management, feasibility, supportability, transparency, discussability and sanctionability. In addition, it emerged from the CFAs that the high intercorrelations of these factors can be explained by the second-order factor of ethical culture. The managers' perceptions of the ethical culture prevailing in their organisations were associated with their occupational well-being both directly (high-work engagement) and indirectly via a low level of ethical strain (low-emotional exhaustion). Thus, the findings indicated that the ethical culture of organisations plays a major role in managers' occupational well-being.
The Associations between Ethical Organizational Culture, Burnout, and Engagement: A Multilevel Study
Journal of Business and Psychology, 2014
Purpose-Ethical culture is a specific form of organizational culture (including values and systems that can promote ethical behavior), and as such a socially constructed phenomenon. However, no previous studies have investigated the degree to which employees' perceptions of their organization's ethical culture are shared within work units (departments), which was the first aim of this study. In addition, we studied the associations between ethical culture and occupational well-being (i.e., burnout and work engagement) at both the individual and workunit levels. Design/methodology/approach-The questionnaire data was gathered from 2,146 respondents with various occupations in 245 different work units in one public sector organization. Ethical organizational culture was measured with the Corporate Ethical Virtues scale (CEV), including eight sub-dimensions. Findings-Multilevel structural equation modeling showed that 12-27% of the total variance regarding the dimensions of ethical culture was explained by departmental homogeneity (shared experiences). At both the within and between levels, higher perceptions of ethical culture associated with lower burnout and higher work engagement. Implications-The results suggest that organizations should support ethical practices at the work-unit level, to enhance work engagement, and should also pay special attention to work units with a low ethical culture because these work environments can expose employees to burnout. Originality/value-This is one of the first studies to find evidence of an association between shared experiences of ethical culture and collective feelings of both burnout and work engagement.
Influencing ethical leadership and job satisfaction through work ethics culture
Journal of Contemporary Management, 2019
There is a growing realisation that organisational resources such as organisational culture and ethical leadership, directly affect employee attitudes and workplace behaviour. This also applies to the Democratic Republic of the Congo (DRC), where political and economic instability have resulted in mismanagement, corruption and unethical leadership practices. The present study investigated the mediating effects of work ethics culture in the relationship between ethical leadership and employees' job satisfaction perceptions, in an attempt to explore the impact of perceived work ethics culture. Ethical leadership was measured by the Ethical Leadership Scale, while job satisfaction was measured by the Job Satisfaction Questionnaire, and work ethics culture by the Corporate Ethical Virtues. The sample comprised of 839 employees from a railway organisation in the DRC. Mediation analysis and partial least squares SEM (PLS-SEM) were used to analyse the data. The results revealed that the work ethics culture emerged as mediator of ethical leadership and employees' job satisfaction relationships. This research provides suggestions for human resources practitioners and leaders when developing strategies to foster and enforce a positive and ethical work environment, which may increase workers' satisfaction and their performance, and decrease their turnover intention.
The impact of ethical leadership style on job satisfaction
Leadership & Organization Development Journal, 2019
Purpose Combining two distinct streams of research studies in leadership and organizational management i.e. ethical leadership and Green human resource management (Green HRM) practices, the purpose of this paper is to investigate the impact of ethical leadership style (ELS) on employees’ job satisfaction (JS) with a mediating role of Green HRM and psychological safety in health sector organizations. Design/methodology/approach A quantitative methodology was adopted to achieve the aims of this study. Data were collected through pencil/paper questionnaires from the respondents (n=177) working in a public sector healthcare organization of Pakistan. Reliability and validity of measures were tested via AMOS (18) software. Results of proposed hypotheses were tested via Preacher and Hayes (2008) macro of mediation. Findings Contrary to the first hypothesis, no evidence of the direct impact of ELS on employees’ JS was found. However, the mediating roles of Green HRM and psychological safety...
Subjective Well-Being in Organizations: Effects of Internal Ethical Context and Ethical Leadership
International Journal of Environmental Research and Public Health
The literature rarely addresses the possible effects of organizations’ internal ethical context on their employees’ subjective well-being, that is, people’s evaluation of their lives based on positive and negative emotional experiences and perceived life satisfaction. This study explored how internal ethical context’s components—specifically ethics codes, ethics programs’ scope and perceived relevance, and perceived corporate social responsibility practices—are related to workers’ subjective well-being. Ethical leadership’s possible leveraging of ethical context variables’ effect on subjective well-being was also examined. The data were collected from 222 employees from various organizations in Portugal using an electronic survey. The results from multiple regression analyses indicate that organizations’ internal ethical context positively affects employees’ subjective well-being. This impact is mediated by ethical leadership, suggesting that leaders play a crucial role in highlight...
Ethical Culture and Employee Outcomes: The Mediating Role of Person-Organization Fit
Journal of Business Ethics, 2012
This research is concluded in a way Affective commitment and Person Organization Fit are positively correlated to and influence to the overall satisfaction of the employee and the person organization fit and affective commitment cause to increase in employee engagement in turn overall satisfaction of the employee increase. It is best for the companies to make policies for the companies to engage employees for the longer period of time. By the using of these factors of person organization fit and affective commitment such efforts by organization cause for the fulfillment of the overall satisfaction of the employees
Purpose-With the growing demand for ethical standards in the prevailing business environment, ethical leadership has been under increasingly more focus. Based on the social exchange theory and social learning theory, this study scrutinized the impact of ethical leadership on the presentation of ethical conduct by employees through the ethical climate. Notably, this study scrutinised the moderating function of the person-organisation fit (P-O fit) in relation of ethical climate and the ethical conduct of employees. Design/methodology/approach-To evaluate the research hypotheses, two-wave data were collected from 295 individuals who are currently employed in various Iraqi organizations (i.e. manufacturing, medical and insurance industries). Findings-In line with the hypotheses, the outcomes from a sample of 295 workers working in different Iraqi entities exhibited a positive relation between the ethical behaviour of leaders and the ethical conduct of employees in the ethical climate. Moreover, it was observed that the P-O fit of employees moderated the relationship between ethical climate and the ethical conduct of employees such that the relationship was more robust for those with a high P-O fit in comparison to those with a low P-O fit. Research limitations/implications-The primary limitation of this study is in the data, which was obtained from a single source. Although the study conducted two surveys and utilised a mediation and moderation variables model that was less likely to be influenced by common method bias (CMB) (Podsakoff et al., 2012), one cannot completely rule out CMB. Apart from the potential effects of the CMB, the consistency of the empirical findings could have also been compromised since self-reported data were utilised in measuring ethical behaviour, which can be a very complex and sensitive issue. For this reason, the social desirability response bias cannot be ruled out completely. When possible, future studies must gather data from multiple sources. Furthermore, supervisors must evaluate the ethical behaviour of employees. Another limitation was that the findings of this study were based on a sample in a Middle Eastern cultural context such as in Iraq. Perhaps, the particular cultural features of this context, which encompassed, among other things, a strong adherence to religious values (Moaddel, 2010), could have influenced the findings of this study. It is true that the effects of differences (P-O fit) are highly likely to replicate across cultural contexts (Triandis et al., 1988). However, it can be seen that further studies are needed to evaluate the context-sensitivity of these findings (Whetten, 2009) by analysing other cultures, where the importance of religiosity is on the decline (i.e. in Western countries, Ribberink et al., 2018) or where the cultural features are very much different from those that apply to Iraq. Lastly, other external factors were not taken into account by this study as it tried to explain ethical behaviour. Ethics is a highly complex subject and is influenced by numerous variables at the organisational, individual and external environment levels. Thus, caution must be observed when making inferences from the present study which, to a certain degree, offered a simplified version of ethical behaviour by Linking ethical leadership and ethical climate
The role of ethical leadership in organizational culture
Jurnal Mantik, 2023
This paper aims to examine more deeply the role of ethical leadership in organizational culture. This is an interesting study to discuss considering that leadership is a central activity in an organization, with a top leader as a central figure, so that a leader needs leadership ethics, because a leader becomes an uswah or role model for his subordinates and has a significant influence on the performance of their subordinates. In this paper, this research uses a qualitative research type with a library research approach with data collection techniques through various references, then data reduction and conclusions are carried out. The results of the study show that leadership ethics plays a role in organizational culture. Ethical leadership affects performance in the organization, both the performance of leaders and followers. The leader is a determining factor in creating ethical behavior and ethical climate in the organization. The leader develops a strategy for developing ethical behavior which is part of the organizational strategy. The leader compiles an organizational code of ethics and implements it as a guide to the behavior of members of the organization and becomes a role model for ethical behavior.
2021
This research aims to investigate the importance of ethical leadership and its impacts on creating an ethical environment that translates into proactive customer service performance and affective commitment of the employees. This study makes use of survey methods with temporal breaks. The data is collected from 447 respondents from sales and customer services staff of reputed retail stores located in Pakistan by utilizing a random sampling technique. The hypotheses are derived by using social exchange theory. We found that ethical leadership contributes significantly to the prosperity of an enterprise in terms of improved affective commitment and staffs' customer service performance.
The Leadership Quarterly, 2001
In this article, we argue that the organizational climate regarding ethics Ð the shared perception of what is ethically correct behavior and how ethical issues should be handled within an organization Ð is an outgrowth of the personal values and motives of organizational founders and other early organizational leaders. We begin by arguing that one common label for the climate regarding ethics construct Ð``ethical climate'' Ð is inappropriate. We also argue that climate regarding ethics has an impact on organizational outcomes, including organizational outcomes that do not have explicit ethical components. We propose that this impact largely occurs through the mediating mechanisms of organizational cohesion and morale. We conclude by discussing the variety of antecedents and outcomes related to climate regarding ethics. D 2001 Elsevier Science Inc. All rights reserved.