A Multilevel Trust-based Model of Ethical Public Leadership

I develop and test a multilevel trust-based model of ethical public leadership, which links ethical leadership, trust and leadership outcomes both within and across organizational levels. I examine how both ethical leadership and trust relate to employee well-being and satisfaction, group organizational citizenship behaviour and perceived organizational performance. The findings, based on data collected from an online quantitative survey conducted in three local councils of the north east of England, provide evidence in support of positive relationships between ethical leadership and employees’ trust in leaders at multiple levels. This trust is in turn shown to influence employees’ attitudes, behaviours and cognitions.     

Predictors of Ethical Code Use and Ethical Tolerance in the Public Sector

This paper reports the results of a survey of ethical attitudes, values, and propensities in public sector employees in Australia. It was expected that demographic variables, personal values, and contextual variables at the individual level, and group- and organisational-level values would predict use of formal codes of ethics and ethical tolerance (tolerance of unethical behaviour). Useable data were received from 500 respondents selected at random across public sector organisations in a single Australian state. Results supported the study hypotheses, but indicated that different mechanisms underlie each of the criterion variables. Use of ethical codes was determined primarily on the basis of a perception that others use the code, while ethical tolerance was determined by personal values. At an applied level, the research highlights the need for orgasnizations to establish a critical mass of code users, so that this operates as a normative influence on others in the organization.     

Business Ethics Perceptions of Public and Private Sector Iranians

Ethical maturity is a great concern to all educators, firms, and investors across the globe. This research surveyed 448 citizens, managers and employees in Iran to measure their Personal Business Ethics Scores (PBES) to see if age, education, management experience, and government work experience make a difference in making more ethical decisions. This study contributes to the theory of moral development across the Iranian culture as it is the first known study using this method. The results suggest that education and more years of government work experience make a difference in the moral maturity of respondents. This study confirms that the ethical maturity of respondents is enhanced either through the authoritarian regime or socialization with Islamic values. Kohlberg’s moral development theory regarding ethical maturity is partially supported since those with more years of experience in government and more formal education have higher business ethics scores. Implications are discussed.     

伦理型领导与伦理问题报告：一个多层次模型

基于社会学习理论及社会信息加工视角,文章探讨了伦理型领导激发员工报告组织内部伦理问题的多层次作用机制。文章采用两阶段问卷调查方式收集67名团队领导与302名员工调查样本,运用多层线性模型进行假设检验,结果表明,个体导向的伦理型领导对员工伦理问题报告具有显著正向影响,道德勇气在二者之间起部分中介作用。同时,团队导向的伦理型领导显著正向影响员工伦理问题报告,伦理氛围在二者之间起完全中介作用。此外,在伦理氛围更强的团队,个体导向的伦理型领导对伦理问题报告的作用更强。研究结果揭示了伦理型领导影响员工伦理问题报告的多层次作用路径及边界条件,对于加强组织的伦理管理具有重要的现实意义。     

Job Satisfaction as a Function of Top Management Support for Ethical Behavior: A Study of Indian Managers

Based on organizational justice theories and cognitive dissonance theories, the authors hypothesized that: (a) perceived top management support for ethical behaviors will be positively correlated with all facets of job satisfaction (supervision, pay, promotion, work, co-workers, and overall); and (b) the correlation will be highest with the facet of supervision. Empirical results (n = 77 middle level managers from two organizations in South India) supported only the second hypothesis. Implications for managing a global workforce are discussed.     

Public Versus Private Sector Procurement Ethics and Strategy: What Each Sector can Learn from the Other

The government purchasing market constitutes the largest business sector in the world. While marketers would benefit from a deep understanding of both sectors, how the two sectors differ in terms of ethics and strategy largely remains unknown. The purpose of this research, therefore, is to explore differences between the for-profit and not-for-profit sectors on two critical aspects of business-to-business procurement: ethics and strategy. Using survey data from a sample of 328 procurement professionals in the for-profit and not-for-profit sectors, key differences are explored. Findings suggest that buyers in the for-profit sector are more likely to behave opportunistically. Conversely, the buyers’ leaders in the not-for-profit sector behave more opportunistically and are more willing to turn a blind eye to their subordinate buyers’ opportunistic behaviors. In addition, key differences in procurement strategy are unveiled suggesting that not-for-profit procurement practices have some room for improvement. Based on the findings, theoretical and managerial implications are drawn, and a future research agenda is proposed.     

In Search of the Divide Between the Private and Public Sector in Ecuador

ABSTRACT

The divide between the private and public sector is one of the underlying assumptions of economic policy making, political debates and economic reforms; so much so, that we take for granted its predictions from a theoretical as well as empirical point of view. This paper is an attempt to confront these predictions with Ecuadorian data using a wide range of statistical and econometric techniques. Its findings challenge conventional wisdom: the private sector is not necessarily more profitable and efficient than its public counterpart; both sectors have more behavioural commonalities than dissimilarities; the macro-economic impulse responses to both sectors dismiss the rationale for privatisation. Its conclusion calls for the deconstruction of welfare economics and management theory to capture non-paretian or second best environments.

RESUMEN. Una de las suposiciones subyacentes de la formación de la política económica, así como de los debates políticos y las reformas económicas yace en la separación entre el sector público y privado. A tal punto, que damos por sentado sus pronósticos tanto desde el punto de vista teórico como del empírico. Este estudio representa una tentativa de colocar frente a frente estos pronósticos con los datos ecuatorianos, utilizando una vasta gama de técnicas estadísticas y econométricas. Los hallazgos representan un desafío a la sabiduría convencional: el sector privado no es, necesariamente, más rentable y eficiente que su contraparte, el sector público; ambos sectores tienen más comunalidades comportamentales que diferencias; las respuestas a los impulsos macro-económicos para ambos sectores descartan las razones en pro de la privatización. Su conclusión aboga a favor de la deconstrucción de las economías asistecialistas y la teoría de la gestión usada para capturar entornos no paretianos o vengan en segundo lugar.

RESUMO. O divisor de águas entre o setor público e o privado é um dos pressupostos fundamentais das decis[otilde]es de política econômica, dos debates políticos e das reformas econômicas; tanto é que aceitamos seus prognósticos tanto do ponto de vista teórico quanto empírico. Este trabalho tenta confrontar tais previs[otilde]es com base em dados do Equador, utilizando uma vasta gama de técnicas estatísticas e econométricas. As descobertas desafiam o conhecimento convencional: o setor privado não é necessariamente mais lucrativo e eficiente do que o seu correspondente público; ambos os setores possuem mais semelhanças comportamentais do que diferenças; as reaç[otilde]es ao estímulo macro- econômico em ambos os setores descartam os fundamentos da privatização. A sua conclusão requer a desconstrução da economia do bem-estar e da teoria de administração para capturar os ambientes não-paretianos ou os melhores da segunda classe.     

A Meta-analytic Review of Ethical Leadership Outcomes and Moderators

We develop and use an integrated individual-level model to explain the driving forces behind digital piracy (DP) practice in two nations. The proposed model combines the Norm Activation model and Unified Theory of Acceptance and Use of Technology models. This study also explores the effect of culture on intention (INT) to practice DP in two nations: US (individualistic) and India (collectivistic). A survey instrument was used to collect data from 231 US and 331 Indian participants. Use of the integrated model proves to be a powerful and a viable approach to understanding DP across cultures. In each nation, all 10 path coefficients on the research model are statistically significant thereby establishing the fact that personal norm, together with other factors, influences INT to engage in DP, which in turn, may influence the actual practice. The results reveal a support for cross-cultural generalizability and applicability of the proposed model. Culture clearly plays a strong moderating role in two out of the three paths tested. The implications of the findings are discussed.     

Moral Recovery and Ethical Leadership

Journal of Business Ethics - Research on ethical leadership generally falls into two categories: one celebrates individual leaders and their ‘authentic’ personalities and virtuous...     

A Strategic Approach to Enhance Management and Marketing Effectiveness: Utilizing the SOAR Leadership Model to Improve Communication for Public Sector and Not-for-Profit Organizations

ABSTRACT

The effective implementation of the SOAR Strategic Leadership Model in not-for-profits and public sector organizations is explored, with a focus on both marketing implications and improvement of intra-organizational communications. The SOAR Model is especially valuable in such organizations, as leaders in this business structure are progressing from a production orientation to a marketing orientation because of changes in the marketplace.

1. Strategic goals, coupled with a strong vision, are essential to growth and success of an organization. The vision must be strong enough to remain valuable and usable even through changes of organization leadership and serve as a guide through changes in life cycle and strategic modes.

2. Marketing programs must be developed to communicate the strategic focus to target market publics and to associates of the organization. “Buying in” to the vision will enhance employees' motivation and ability to grow the organization both profitably and effectively. Further, potential customers want to do business with organizations that clearly and definitely display a clear-cut focus of consumer need satisfaction.

3. Feedback both to and from all levels of the organization is requisite for successful implementation of varied strategies. Thus, strategic leadership requires that the leader use different styles to manage effectively under varying circumstances.

4. Specific emphasis is given to the unique situations encountered with delivery of services, focusing upon the not-for-profit and public sector provider. As leaders surface, many often discover themselves with an organization that is ill equipped to follow, and thus to know how to follow, when to follow and the roles each should and can play.

Recommendations are offered on how organizations can use strategic leadership and the SOAR Strategic Leadership Model to excel in managing the organization as it develops and matures.     

How Positive and Neo‐Aristotelian Leadership Can Contribute to Ethical Leadership

Virtuous leadership is crucial for advancing leadership ethics. By comparing Positive Leadership and its notion of virtuousness with neo‐Aristotelian leadership based on virtue, this article sheds light on this research field. We expound on the differences and commonalities between the two and present possibilities of how they can enrich each other and further ethical leadership theory. Our findings concern the purported Aristotelian roots of virtuousness, the relative strengths and weaknesses of the positive and the neo‐Aristotelian approaches, and the interplay between technical skills and ethical excellence in leadership. We propose the adoption of practical managerial tools and procedures from Positive Leadership, making them dependent upon the virtues to achieve flourishing within organizations and society at large. © 2018 ASAC. Published by John Wiley & Sons, Ltd.     

公募基金与阳光私募基金经理的投资能力实证分析

我国公募基金与阳光私募基金的发展从20世纪80年代末至今得到了长足的发展。主要采用TM模型和HM模型对基金经理的选股能力和择时能力进行了对比分析,总体来看,私募基金经理的投资能力优于公募基金经理。当用成功概率法进行辅助性验证的时候,发现两种激励模式下基金经理对市场方向的预测和判断基本相当,公募基金经理还略胜一筹。分析结果,我国基金行业基金经理的投资能力不具备显著的差异,投资业绩的差异关键在于对仓位的控制以及策略的灵活性。     

A Cross-Cultural Examination of the Endorsement of Ethical Leadership

The western-based leadership and ethics literatures were reviewed to identify the key characteristics that conceptually define what it means to be an ethical leader. Data from the Global Leadership and Organizational Effectiveness (GLOBE) project were then used to analyze the degree to which four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation, and Encouragement – were endorsed as important for effective leadership across cultures. First, using multi-group confirmatory factor analyses measurement equivalence of the ethical leadership scales was found, which provides indication that the four dimensions have similar meaning across cultures. Then, using analysis of variance (ANOVA) tests each of the four dimensions were found to be universally endorsed as important for effective leadership. However, cultures also varied significantly in the degree of endorsement for each dimension. In the increasingly global business environment, these findings have implications for organizations implementing ethics programs across cultures and preparing leaders for expatriate assignments. Christian J. Resick is Assistant Professor of Industrial and Organizational Psychology at Florida International University. His research is aimed at understanding how people interact with and influence various aspects of their work environments, including cultures, climates, leaders, and teammates along with the implications for various aspects of organizational behavior. A particular focus of Christian’s work examines ethical leadership and the critical linkages between leadership and organizational ethics. He received his Ph.D. from Wayne State University. Paul J. Hanges is a professor in the Department of Psychology at the University of Maryland and the head of the Industrial/Organizational Psychology program in the department. He is an affiliate of the Cognitive Psychology program and the R. H. Smith School of Business. Paul’s research focuses on three topics (a) social cognition, leadership, and cross-cultural issues; (b) personnel selection, test fairness, and racial/gender discrimination; and (c) research methodology. He is on the editorial board of the Journal of Applied Psychology and The Leadership Quarterly and is a fellow of the Society of Industrial and Organizational Psychology and the American Psychological Association. Marcus W. Dickson is Associate Professor of I/O Psychology at Wayne State University in Detroit. His research generally focuses on issues of leadership and culture (both organizational and societal), and the interaction of those constructs. He is a former Co-Principal Investigator of the GLOBE Project, and his work has appeared in Journal of Applied Psychology, Applied Psychology: An International Review, and The Leadership Quarterly, among others. Jacqueline K. Mitchelson is a doctoral candidate in Industrial and Organizational Psychology at Wayne State University. Her current research areas are leadership, organizational culture, individual differences and work-family conflict.     

Ethical and Unethical Leadership: A Cross-Cultural and Cross-Sectoral Analysis

Current literature on ethical leadership and unethical leadership reflects a Western-based private sector perspective, pointing toward a compliance-oriented understanding of ethical and unethical leadership. As today’s executives increasingly have to ethically lead across different cultures and sectors, it becomes vitally important to develop a more holistic picture how ethical and unethical leadership is perceived in the Western and Eastern cultural cluster and the private and the public/social sector. Addressing this issue, the present study aims to identify cross-cultural and cross-sectoral commonalities and differences in international executives’ perceptions of ethical and unethical leadership. Findings from in-depth interviews (N = 36) with executives from Western and Eastern cultures working in the private or the public/social sector reveal collectively held perceptions of ethical leadership (including leader honesty, integrity, concern for responsibility/sustainability, and people orientation) and of unethical leadership (referring to leader dishonesty, corruption, egocentrism, and manipulation). Results indicate limited support for a compliance-oriented perspective on ethical and unethical leadership but yield a much greater trend toward a value-oriented perspective. Concrete practice examples illustrate these different perspectives. Cultural and sectoral particularities of executive perceptions of ethical and unethical leadership are discussed.     

Ethical Behavior of Marketing Managers and MBA Students: A Comparative Study

The ethical tendencies of graduate business students from the United States were examined by analyzing their reactions to ethical dilemmas in a replicated study, which presented a set of ethical problem situations. These dilemmas dealt with coercion and control, conflict of interest, physical environment, paternalism and personal integrity. A comparison of these findings with the previous study of marketing managers indicates that the MBA students exhibited a greater degree of sensitivity to the ethical dimensions of business decision-making. Implications are drawn for business education and further research.