Review
BibTex RIS Cite

The Consequences of Ethical Leadership in Terms of Employees and Organizations: A Conceptual Examination

Year 2019, Volume: 11 Issue: 18, 2506 - 2524, 30.06.2019
https://doi.org/10.26466/opus.553130

Abstract

Today, due to the ethical scandals, the ethical issue and the ethical
leadership concept in businesses have started to gain more importance for
enterprises. However, the concept and characteristics of ethical leadership are
not fully defined in the literature. In addition, there was some confusion in
the literature on the structure of the concept in question. The aim of this
study is to provide a better understanding of the structure of the ethical
leadership concept and to analyze the results of ethical leadership for the
organization and employees. In this contexte, national and international
literature was first reviewed and by explaining the concept of ethical
leadership the confusions of concept is tried to be resolved. Then, the
relations of ethical leadership with other concepts are discussed. Therefore, a
theoretical model was proposed to synthesize the results of ethical leadership.
According to this model, ethical leadership affects employees' job
satisfaction, well-being, organizational justice perception, organizational
citizenship behavior and organizational commitment directly and positively. At
the end of the study, research constraints and suggestions for future studies
are included. This research reveals the importance of ethical leadership for
both the organization and the employees.

References

  • Adams, J. S. (1963). Towards an understanding of inequity. The Journal of Abnormal and Social Psychology, 67(5), 422-436.
  • Adams, J. S. (1965). Inequity in social Exchange. In Advances in experimental social psychology (Vol. 2) In (pp. 267-299). Academic Press.
  • Akdoğan, A., ve Demirtaş, Ö. (2014). Etik liderlik davranışlarının etik iklim üzerindeki etkisi: örgütsel politik algılamaların aracı rolü. Afyon Kocatepe Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 16(1), 107-124.
  • Avey, J. B., Palanski, M. E. and Walumbwa, F. O. (2011). When leadership goes unnoticed: The moderating role of follower self-esteem on the relationship between ethical leadership and follower behavior. Journal of business ethics, 98(4), 573-582.
  • Bandura, A. and Walters, R. H. (1986). Social learning theory. Englewood Cliffs, NJ: Prentice-hall.
  • Blau, P. M. (1964). Exchange and power in social life. New York, NY: Wiley.
  • Blunt, P. and Jones, M. L. (1997). Exploring the limits of Western leadership theory in East Asia and Africa. Personnel Review, 26(1/2), 6-23.
  • Brown, M. E. and Treviño, L. K. (2006). Ethical leadership: A review and future directions. The leadership quarterly, 17(6), 595-616.
  • Brown, M. E., Treviño, L. K. and Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational behavior and human decision processes, 97(2), 117-134.
  • Ciulla, B. J. (2004). Ethics and leadership effectiveness. In J. Antonakis, A. T. Cianciolo and R. J. Sternberg (eds), The nature of leadership, London: Sage 302-327.
  • Chughtai, A., Byrne, M. and Flood, B. (2015). Linking ethical leadership to employee well-being: The role of trust in supervisor. Journal of Business Ethics, 128(3), 653-663.
  • Demirtaş, Ö. and Akdoğan, A. (2015). The effect of ethical leadership behavior on ethical climate, turnover intention, and affective commitment. Journal of Business Ethics, 130(1), 59-67.
  • Dion, M. (2009). Les confusions entourant le «leadership éthique» dans les organisations. Éthique publique. Revue internationale d’éthique sociétale et gouvernementale, 11(2), 111-128.
  • Greenberg, J. (1990). Organizational justice: Yesterday, today, tomorrow, Journal of Management, 16, 399-432.
  • Howell, J. M. and Avolio, B. J. (1992). The ethics of charismatic leadership: submission or liberation?. Academy of Management Perspectives, 6(2), 43-54.
  • Kacmar, K. M., Bachrach, D. G., Harris, K. J. and Zivnuska, S. (2011). Fostering good citizenship through ethical leadership: Exploring the moderating role of gender and organizational politics. Journal of Applied Psychology, 96(3), 633.
  • Kelloway, E. K. and Barling, J. (2010). Leadership development as an intervention in occupational health psychology. Work & Stress, 24, 260–279. Kim, W. G. and Brymer, R. A. (2011). The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance. International Journal of Hospitality Management, 30(4), 1020-1026. Locke, E. A. (1976). The nature and causes of job satisfaction: in Handbook of industrial and organizational psychology. Chicago: Rand McNally
  • Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M. and Salvador, R. B. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational behavior and human decision processes, 108(1), 1-13.
  • Mayer, D. M., Aquino, K., Greenbaum, R. L. and Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1), 151-171.
  • Mcmurray, A. J., Pirola-Merlo, A., Sarros, J. C. and Islam, M. M. (2010). Leadership, climate, psychological capital, commitment, and wellbeing in a non-profit organization. Leadership & Organization Development Journal, 31(5), 436-457.
  • Mendonca, M. (2001). Preparing for ethical leadership in organizations. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 18(4), 266-276.
  • Meyer, J. P. and Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human resource management review, 1(1), 61-89.
  • Mihelic, K. K., Lipicnik, B., and Tekavcic, M. (2010). Ethical leadership. International Journal of Management ve Information Systems, 14(5), 31-41.
  • Neubert, M. J., Carlson, D. S., Kacmar, K. M., Roberts, J. A. and Chonko, L. B. (2009). The virtuous influence of ethical leadership behavior: Evidence from the field. Journal of Business Ethics, 90(2), 157-170.
  • Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books:DC Heath and Com.
  • Organ, D. W. (1990). The motivational basis of organizational citizenship behavior. Research in organizational behavior, 12(1), 43-72.
  • Organ, D. W. (1997). Organizational citizenship behavior: It's construct clean-up time. Human performance, 10(2), 85-97.
  • Resick, C. J., Hanges, P. J., Dickson, M. W. and MITCHELSON, J. K. (2006). A cross-cultural examination of the endorsement of ethical leadership. Journal of Business Ethics, 63(4), 345-359.
  • Robertson, J. and Barling, J. (2014). Lead well, be well: Leadership behaviors influence employee wellbeing. Wellbeing: A Complete Reference Guide, 1-17.
  • Ruiz‐Palomino, P., Ruiz‐Amaya, C. and KNÖRR, H. (2011). Employee organizational citizenship behaviour: The direct and indirect impact of ethical leadership. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 28(3), 244-258.
  • Saari, L. M. and Judge, T. A. (2004). Employee attitudes and job satisfaction. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 43(4), 395-407.
  • Shin, Y., Sung, S. Y., Choi, J. N. and Kim, M. S. (2015). Top management ethical leadership and firm performance: Mediating role of ethical and procedural justice climate. Journal of Business Ethics, 129(1), 43-57.
  • Thibault, J. and Walker, L. (1975). Procedural justice: a social psychological analysis. Hillsdale, NJ: Lawrence Elbaum Associates.
  • Toor, S.-U.-R. and Ofori, G. (2009). Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90(4), 533–547.
  • Uğurlu, C. T. ve Üstüner, M. (2011). Öğretmenlerin örgütsel bağlılık düzeylerine yöneticilerinin etik liderlik ve örgütsel adalet davranışlarının etkisi. Hacettepe Üniversitesi Eğitim Fakültesi Dergisi, 41, 434-448.
  • Viot, C. ve Benrass-Noailles, L. (2018). The Link Between Benevolence and Well-Being in the Context of Human-Resource Marketing. Journal of Business Ethics, March, 1-14.

Etik Liderliğin Çalışanlar ve Örgütler Açısından Sonuçları: Kavramsal Bir İnceleme

Year 2019, Volume: 11 Issue: 18, 2506 - 2524, 30.06.2019
https://doi.org/10.26466/opus.553130

Abstract

Günümüzde
yaşanan etik skandallar nedeniyle işletmelerde etik konusu ve buna bağlı olarak
etik liderlik kavramı daha çok önem kazanmaya başlamıştır. Bununla birlikte
yazında etik liderlik kavramı ve özellikleri tam olarak tanımlanmamıştır.
Ayrıca, söz konusu kavramın yapısı üzerine yazında bazı karışıklıklar olduğu tespit
edilmiştir. Bu çalışmanın amacı etik liderlik kavramının yapısının daha iyi
anlaşılmasını sağlamak ve etik liderliğin örgüt ve çalışanlar açısından
sonuçlarını analiz etmektir. Bu doğrultuda öncelikle ulusal ve uluslararası
yazın taranmış ve etik liderlik kavramı açıklanarak kavram karışıklıkları
giderilmeye çalışılmıştır. Daha sonra etik liderliğin etki ettiği diğer
kavramlarla olan ilişkileri ele alınmıştır. Çalışmanın sonunda etik liderliğin
sonuçlarının sentezlendiği kuramsal bir model önerisi yapılmıştır. Bu modele
göre etik liderlik davranışları, çalışanların iş tatminini, iyi oluşunu,
örgütsel adalet algısını, örgütsel vatandaşlık davranışlarını ve örgütsel
bağlılığını doğrudan, olumlu yönde etkilemektedir. Çalışma sonunda araştırma
kısıtlarına ve gelecek çalışmalara önerilere yer verilmiştir. Bu araştırma etik
liderliğin hem örgüt hem de çalışanlar için önemini ortaya koymaktadır.

References

  • Adams, J. S. (1963). Towards an understanding of inequity. The Journal of Abnormal and Social Psychology, 67(5), 422-436.
  • Adams, J. S. (1965). Inequity in social Exchange. In Advances in experimental social psychology (Vol. 2) In (pp. 267-299). Academic Press.
  • Akdoğan, A., ve Demirtaş, Ö. (2014). Etik liderlik davranışlarının etik iklim üzerindeki etkisi: örgütsel politik algılamaların aracı rolü. Afyon Kocatepe Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 16(1), 107-124.
  • Avey, J. B., Palanski, M. E. and Walumbwa, F. O. (2011). When leadership goes unnoticed: The moderating role of follower self-esteem on the relationship between ethical leadership and follower behavior. Journal of business ethics, 98(4), 573-582.
  • Bandura, A. and Walters, R. H. (1986). Social learning theory. Englewood Cliffs, NJ: Prentice-hall.
  • Blau, P. M. (1964). Exchange and power in social life. New York, NY: Wiley.
  • Blunt, P. and Jones, M. L. (1997). Exploring the limits of Western leadership theory in East Asia and Africa. Personnel Review, 26(1/2), 6-23.
  • Brown, M. E. and Treviño, L. K. (2006). Ethical leadership: A review and future directions. The leadership quarterly, 17(6), 595-616.
  • Brown, M. E., Treviño, L. K. and Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational behavior and human decision processes, 97(2), 117-134.
  • Ciulla, B. J. (2004). Ethics and leadership effectiveness. In J. Antonakis, A. T. Cianciolo and R. J. Sternberg (eds), The nature of leadership, London: Sage 302-327.
  • Chughtai, A., Byrne, M. and Flood, B. (2015). Linking ethical leadership to employee well-being: The role of trust in supervisor. Journal of Business Ethics, 128(3), 653-663.
  • Demirtaş, Ö. and Akdoğan, A. (2015). The effect of ethical leadership behavior on ethical climate, turnover intention, and affective commitment. Journal of Business Ethics, 130(1), 59-67.
  • Dion, M. (2009). Les confusions entourant le «leadership éthique» dans les organisations. Éthique publique. Revue internationale d’éthique sociétale et gouvernementale, 11(2), 111-128.
  • Greenberg, J. (1990). Organizational justice: Yesterday, today, tomorrow, Journal of Management, 16, 399-432.
  • Howell, J. M. and Avolio, B. J. (1992). The ethics of charismatic leadership: submission or liberation?. Academy of Management Perspectives, 6(2), 43-54.
  • Kacmar, K. M., Bachrach, D. G., Harris, K. J. and Zivnuska, S. (2011). Fostering good citizenship through ethical leadership: Exploring the moderating role of gender and organizational politics. Journal of Applied Psychology, 96(3), 633.
  • Kelloway, E. K. and Barling, J. (2010). Leadership development as an intervention in occupational health psychology. Work & Stress, 24, 260–279. Kim, W. G. and Brymer, R. A. (2011). The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance. International Journal of Hospitality Management, 30(4), 1020-1026. Locke, E. A. (1976). The nature and causes of job satisfaction: in Handbook of industrial and organizational psychology. Chicago: Rand McNally
  • Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M. and Salvador, R. B. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational behavior and human decision processes, 108(1), 1-13.
  • Mayer, D. M., Aquino, K., Greenbaum, R. L. and Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1), 151-171.
  • Mcmurray, A. J., Pirola-Merlo, A., Sarros, J. C. and Islam, M. M. (2010). Leadership, climate, psychological capital, commitment, and wellbeing in a non-profit organization. Leadership & Organization Development Journal, 31(5), 436-457.
  • Mendonca, M. (2001). Preparing for ethical leadership in organizations. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 18(4), 266-276.
  • Meyer, J. P. and Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human resource management review, 1(1), 61-89.
  • Mihelic, K. K., Lipicnik, B., and Tekavcic, M. (2010). Ethical leadership. International Journal of Management ve Information Systems, 14(5), 31-41.
  • Neubert, M. J., Carlson, D. S., Kacmar, K. M., Roberts, J. A. and Chonko, L. B. (2009). The virtuous influence of ethical leadership behavior: Evidence from the field. Journal of Business Ethics, 90(2), 157-170.
  • Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books:DC Heath and Com.
  • Organ, D. W. (1990). The motivational basis of organizational citizenship behavior. Research in organizational behavior, 12(1), 43-72.
  • Organ, D. W. (1997). Organizational citizenship behavior: It's construct clean-up time. Human performance, 10(2), 85-97.
  • Resick, C. J., Hanges, P. J., Dickson, M. W. and MITCHELSON, J. K. (2006). A cross-cultural examination of the endorsement of ethical leadership. Journal of Business Ethics, 63(4), 345-359.
  • Robertson, J. and Barling, J. (2014). Lead well, be well: Leadership behaviors influence employee wellbeing. Wellbeing: A Complete Reference Guide, 1-17.
  • Ruiz‐Palomino, P., Ruiz‐Amaya, C. and KNÖRR, H. (2011). Employee organizational citizenship behaviour: The direct and indirect impact of ethical leadership. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 28(3), 244-258.
  • Saari, L. M. and Judge, T. A. (2004). Employee attitudes and job satisfaction. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 43(4), 395-407.
  • Shin, Y., Sung, S. Y., Choi, J. N. and Kim, M. S. (2015). Top management ethical leadership and firm performance: Mediating role of ethical and procedural justice climate. Journal of Business Ethics, 129(1), 43-57.
  • Thibault, J. and Walker, L. (1975). Procedural justice: a social psychological analysis. Hillsdale, NJ: Lawrence Elbaum Associates.
  • Toor, S.-U.-R. and Ofori, G. (2009). Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90(4), 533–547.
  • Uğurlu, C. T. ve Üstüner, M. (2011). Öğretmenlerin örgütsel bağlılık düzeylerine yöneticilerinin etik liderlik ve örgütsel adalet davranışlarının etkisi. Hacettepe Üniversitesi Eğitim Fakültesi Dergisi, 41, 434-448.
  • Viot, C. ve Benrass-Noailles, L. (2018). The Link Between Benevolence and Well-Being in the Context of Human-Resource Marketing. Journal of Business Ethics, March, 1-14.
There are 36 citations in total.

Details

Primary Language Turkish
Journal Section Articles
Authors

Belgin Bahar 0000-0003-3347-3085

Publication Date June 30, 2019
Acceptance Date May 5, 2019
Published in Issue Year 2019 Volume: 11 Issue: 18

Cite

APA Bahar, B. (2019). Etik Liderliğin Çalışanlar ve Örgütler Açısından Sonuçları: Kavramsal Bir İnceleme. OPUS International Journal of Society Researches, 11(18), 2506-2524. https://doi.org/10.26466/opus.553130