By doing these changes to their business processes through people driven improvement has helped many companies to cut costs, develop their company, and respond to growing customer demand, while the organizations who have not applied these principles are struggling to run the businesses. Employee voice survives where the businesses have implemented systems in place to enable it to have ongoing discussions with its employees in different ways, to guarantee that every staff members concerns and voice is heard. Further to this employee voice exists where everyone in the organisation believe that they can make their voice and it is heard while their concerns are taken into consideration when decision are being discuss that affect them and
Likewise, they purposed that agreeableness, conscientiousness and neuroticism as personality antecedents of ethical leader behavior. However, there were few implications of findings for this study. One of those implications as revealed by authors was that organization can change employees’ personalities was very limited. The constraints of personalities may also limit the extent to which ethical leadership can be developed in organization through appropriate socialization and training. Moreover, the authors noticed some limitations during the research.
y examined how leaders in the public sector utilize the principles of social learning to be intentional in shaping employees’ ethical conduct. This proposed study examined how leaders can help employees to attend to, retain, recall, and imitate a leader’s ethical behavior in the workplace. The literature review covered leadership to include ethical leadership, as well as the consequences of unethical leadership. In order to understand how a leader can intentionally shape the behavior of employees, it is necessary to discuss a theoretical framework to be used as the basis for this study. Social learning theory has been used in many leadership studies in the context of the workplace (Tittle, Antonaccio, & Botchkovar, 2012).
Introduction Individuals need attention and expect to be understood and respected in their workplace. They also like to belong to an organization in which honesty, righteousness and trustworthiness is the common culture. To create such a milieu, an ethical leader is required whose actions reflect his/her own ethical capabilities and honesty as well as dignity in all aspects of life. In fact, ethical leadership includes administrative measures through which the dignity and rights of humans are respected and fulfilled. Since ethical leadership plays an important role in creating a healthy work environment and improves organizational and individual outcome[3, 4], it is of great interest in leadership studies.
In fact, Zaccaro, Wood and Herman (2006) argue, the leadership traits also determine the ability of the leader to acquire new attributes and skills that might expand the leader’s skill set and thus increase his or her effectiveness in a diverse array of settings. In this way, leadership traits can determine the effectiveness of training and development opportunities offered to the leader by the organization. At the same time, cognitive capacities and motive for self-actualization can make the leader more effective at learning from experience and thus adopting more effective leadership skills to employ in different types of settings. Luria and Berson (2012) describe the impact of leader motives on leader performance. Their study is focused on a military context, but the findings may prove relevant to organizational leadership as well.
Ethical leadership Brown et al. (2005, p. 120) defined ethical leadership “as the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making.” Trevino, Brown, and Hartman (2000-2003) conducted a study to determine the meaning of ethical leadership (cited in Brown and Trevino 2006). They interviewed twenty senior executives and twenty ethics/compliance officers in several industries to discover what they felt were the characteristics, behaviors, and motives of an ethical leader. According to Trevino et al. (2000-2003), the interviews showed that ethical leaders are honest, trustworthy,
Role of Integrity in Christian Leadership The Center for Creative Leadership conducted research on performance success, investigating strength qualities and focusing on four character elements that have repeatedly been shown to be important among business executives: integrity, bravery, perspective, and social intelligence. All four traits are related positively to performance; however, the researchers probed further to determine the relative importance of these four strengths – At the top of the organizational leadership hierarchy, integrity and bravery were more important. The study concluded that integrity and bravery are related--Integrity is essential in making decisions on what action should be taken, and bravery is required to take
Employee voice An effective employee voice which listens to employees and involves and consults them in decision-making within your business is important. Integrity Integrity with employee engagement means practising what you preach. There shouldn 't be a gap between what the people in your business say and what they do. An employee’s discretionary effort results in the Engagement-Profit chain. Because they care more, they are more productive, give better service, and even stay in their jobs longer.
In line with this paper, under Codes of ethics the employee is accountable for the organization. Members of the organization know what is expected of them, they know to whom they might justify their behaviour and they understand the sanctions and the benefits associated with their behaviour (formal type). By contrast, Value based organizations focus on defining organizational values and encouraging employee commitment to ethical aspiration through personal self-governance. (informal type). Concerning influential types of management/leadership in ethical behaviour, findings contain mainly the following types- as they were described by Trevino & Brown (2004): Transformational leadership: these relationships entail future obligations that are unspecified and are enforced by norms of reciprocity.
Ethical leaders have an obligation to develop their subordinates, challenge them, and provide them with an example of the standard of leadership. Their success is highly related to the pathway their leader builds or cuts off. Peers of leaders deserve to have a “team player” that can support the moral high road, questioning actions lacking the highest ethical elements, and contributes to making decisions for the organization which adhere to unwavering principles. Suppliers and customers both have a need to be able to engage with an organization that has a reputation for impeccable honesty. They are investing in a financial relationship, which puts them at risk.