An Empirical and Theoretical Exploration of Disconnections Between Leadership and Ethics

Hornett, Andrea; Fredericks, Susan

doi:10.1007/s10551-004-8205-4

Cited by 24 publications

(22 citation statements)

References 2 publications

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“…As suggested above, an important reason here is the change in the institutional environments in the hospitality industry, which can influence organizational institutions and determine their legitimacy. This echoes the point we made at the outset: good leaders should come equipped with ethics-or else they should not be considered good leaders (Brown and Treviño 2006;Hornett and Fredericks 2005), and this point certainly applies to the hospitality industry. Let us examine this study's theoretical and practical implications.…”

Section: Discussionmentioning

confidence: 72%

The Importance of Ethical Leadership in Employees’ Value Congruence and Turnover

Tang

Cai²,

Liu

et al. 2014

Cornell Hospitality Quarterly

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This study investigates the relationship between leadership, value congruence, and employees' intention to leave in China's hospitality industry. We test the moderating effect of cultural values on the relationships between these factors using data gathered from employees at ten branches of a major restaurant chain in South China. Our results show (1) a positive relationship between ethical leadership and leader-follower value congruence, (2) a significant moderating effect of collectivism on the relationship between ethical leadership and leader-follower value congruence, (3) a negative relationship between leader-follower value congruence and employees' intention to leave, and (4) a significant mediating effect of value congruence on the relationship between ethical leadership and employees' intention to leave. Although these findings apply only to the restaurant industry, it is clear that ethical behavior by group leaders builds value congruence and discourages employee turnover.

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Section: Discussionmentioning

confidence: 72%

The Importance of Ethical Leadership in Employees’ Value Congruence and Turnover

Tang

Cai²,

Liu

et al. 2014

Cornell Hospitality Quarterly

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“…Although there have been a notable number of recent scandals involving ethically questionable behavior of business leaders (Hornett and Fredricks, 2005), the scandal that has attracted the most media attention involved the Enron Corporation. By the year, 2000 Enron was the seventh largest company in the United States (Morse and Bower, 2002) and one of the most admired (McLean and Elkind, 2003).…”

Section: Landmark Scandals and Leader Accountabilitymentioning

confidence: 99%

An Examination of Leader Portrayals in the U.S. Business Press Following the Landmark Scandals of the Early 21st Century

Hannah

Zatzick

2007

J Bus Ethics

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Following the landmark corporate scandals of the early 21st century, there appeared to be a tremendous increase in the U.S. business mediaÕs emphasis on issues of ethics in corporate leadership. The purpose of this research was to examine whether that apparent increase was reflected in an actual change in that mediaÕs portrayals of successful leaders. We content analyzed the text of a total of 180 articles in Business Week, Fortune, and Forbes magazine, 90 from the five years preceding the landmark scandals and 90 from the five years following the scandals. We found no evidence that the landmark scandals had any impact on the mediaÕs incorporation of ethics in their portrayals of leaders. We attribute this substantially to the persistence of a worldview in the U.S. business press that emphasizes leader traits and actions that have a direct impact on corporate profits. Additionally, we found some interesting consistencies and differences in media portrayals across the two time periods, likely related to the rise and fall of dot-com businesses. We discuss the implications of these findings for researchers and corporate leaders.

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“…Prior research by the team who designed this study had suggested that a perception of a relationship between a person and someone affected by their ethical choice can alter ethical responses (Hornett and Fredricks, 2005;Fredricks and Hornett, 2007). Using a survey based in real-life-derived scenarios about a supermarket theft and a workplace fraud, the prior research found that undergraduate students in US universities were statistically likely to change their course of action when a social relationship was introduced -that is, they were more likely to behave ethically if they felt that a relative, even a distant one, would be detrimentally affected by an unethical choice.…”

Section: Methodsmentioning

confidence: 99%

“…They found that the process of discussion itself changed students' thinking about ethics and enhanced mutual understanding (Hornett and Fredricks, 2005). Jovanovic and Wood (2006, p. 386) concur: "talk about ethics contributes to an ethical culture".…”

Section: The Relationship Effectmentioning

confidence: 99%

Kinship, culture and ethics in organisations

Tilley

Fredricks

Hornett³

2012

Journal of Communication Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This article aims to report the results of an international survey (USA and New Zealand) that tested relationship effects on ethical behaviour. The findings point to the impact of perceived social bonds on ethical decision-making. They also reinforce the cultural specificity of ethics. Both these findings confirm the importance of participatory, ground-up, discussion-based approaches to developing organisational ethical standards. The article discusses some implications of these findings for internal communicators involved with ethics programmes in organisations. Design/methodology/approach -The research used an established scenario-style survey to test respondents' ethical decision-making behaviours under different circumstances. Findings -This article discusses two results that will impact on internal communication approaches to stimulating ethical attitudes and behaviours: the positive influence on people making ethics-related decisions of a perceived relationship with those affected by the decision, and cultural differences.Research limitations/implications -The research is limited by the functionalist, hypothetical, descriptive survey design which identifies responses but not motivations, and findings are limited to the specific scenarios described. The results show the importance of future research to elaborate connections between perceived relationships, ethics, and culture. Practical implications -The paper offers practitioners a research method, which they can use to stimulate personal and group reflection among staff about ethical decision-making and the different factors that can influence ethical choices. In confirming a connection between perceived relationships and choosing more ethical behaviour towards others, the findings may also reinforce the importance of internal relationship building as an important aspect of organisational investment in ethics-related outcomes such as fraud reduction and reputation management. Originality/value -The research provides evidence for some connections that have not previously been explored in the organisational context, between perceived relationships and ethical outcomes. It also confirms the cultural diversity of et...

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An Empirical and Theoretical Exploration of Disconnections Between Leadership and Ethics

Cited by 24 publications

References 2 publications

The Importance of Ethical Leadership in Employees’ Value Congruence and Turnover

The Importance of Ethical Leadership in Employees’ Value Congruence and Turnover

An Examination of Leader Portrayals in the U.S. Business Press Following the Landmark Scandals of the Early 21st Century

Kinship, culture and ethics in organisations

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