Ethical Leadership and Followers' Attitudes Toward Corporate Social Responsibility: The Role of Perceived Ethical Work Climate

Choi, Suk Bong; Ullah, Saif; Kwak, Won Jun

doi:10.2224/sbp.2015.43.3.353

Cited by 56 publications

(47 citation statements)

References 21 publications

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“…Brown, Trevin˜o, and Harrison () conclude that EL takes care of everybody who is directly or indirectly influenced by firm's operations. Nevertheless, financial crisis, downturn in the economy, and repeated scandals in government and firms have led academicians and policy makers to analyze more in‐depth how leaders can enrich CSR engagement, employee loyalty, performance, and commitment (Choi, Ullah, & Kwak, ). In summary, Table reports the main relationships among CSR and firm performance.…”

Section: Literature Review On El Csr and Fpmentioning

confidence: 99%

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Effect of ethical leadership and corporate social responsibility on firm performance: A systematic review

Saha

Shashi

Cerchione

et al. 2019

Corp Soc Responsibility Env

216

126

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Academic and corporate interest in ethical leadership, corporate social responsibility (CSR), and firm performance has attracted a lot of attention in recent years. In fact, many research papers and journal special issues have been focused on these three domains. In this context, this paper conducts a systematic review on the concepts of ethical leadership and CSR and their impact on firm performance. 114 papers published over a period of 58 years (1958–2016) were selected and analyzed according to descriptive and content perspectives to propose a conceptual framework and define a future research agenda. In fact, the main results allow us to derive six main propositions representing possible areas of investigation to direct research on the topic. More in details, the body of literature highlights that financial factors are the main barriers affecting the adoption of CSR practices. On the contrary, internal and external environment was found to represent a critical success factor in the adoption of CSR practices. Finally, the results highlight that personal values have impact on ethical leadership that in turn has direct positive impact on CSR and direct and indirect impact on firm performance.

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Section: Literature Review On El Csr and Fpmentioning

confidence: 99%

“…Brown, Trevin˜o, and Harrison (2005) conclude that EL takes care of everybody who is directly or indirectly influenced by firm's operations. Nevertheless, financial crisis, downturn in the (Choi, Ullah, & Kwak, 2015). In summary, Table 5 reports the main relationships among CSR and firm performance.…”

Section: Literature Review On El Csr and Fpmentioning

confidence: 99%

Effect of ethical leadership and corporate social responsibility on firm performance: A systematic review

Saha

Shashi

Cerchione

et al. 2019

Corp Soc Responsibility Env

216

126

View full text Add to dashboard Cite

show abstract

“…Some examples [23] have shown that organizations benefit from training company executives. For example, some studies have demonstrated a positive relationship between worker training and desirable psychosocial effects, such as employee motivation [24,25], job satisfaction [26], and company profit [27]. In Spain, Escartín [28] found that training on psychosocial risks was a precursor to several quantifiable improvements in the working environment.…”

Section: Training On Psychosocial Risks At Workmentioning

confidence: 99%

Organizational Tolerance for Workplace Harassment: Development and Validation of the POT Scale

2019

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The current investigation defines the organizational tolerance (OT) construct and statistically assesses its measurement instrument, the perceived organizational tolerance for psychological workplace harassment (POT) scale, carried out to evaluate the level of tolerance, negligence, or even connivance that can be shown by an organization when it deals with an inappropriate act occurring within its scope. Tolerance of such acts has been identified as a hindrance when trying to establish an effective and sustainable strategy for the well-being of workers. A survey that measures the construct was distributed, and 195 employed workers answered. In the first stage of analysis, a scale reduction process was applied to the obtained data using a factor extraction method, and afterward, confirmatory factor analysis was performed using structural equation models. The results validated the scale as a model of five factors: Promotion, feedback, ethics, coherence, and training. These findings indicate that this scale is acceptable as a quantifier of a key issue, namely, the diligence of the organization when dealing with psychosocial risks at work. This new construct is anticipated to be incredibly useful for measuring as much research as possible on the behavior of organizations when they deal with negative acts, with the aim of promoting sustainable healthy working environments.

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“…Further, Carpenter and Reimers (2005) found that managers’ attitudes, shaped by the tone set by top executives, significantly influence managers’ decisions to behave unethically. Many researchers investigated the effects of both ethical leadership and ethical climate on employees’ antisocial behaviors (Elçi et al 2013), misconduct (Mayer et al 2010), attitudes toward corporate social responsibility (Choi et al 2015), and organizational commitment (Constandt et al 2016). Ethical sensitivity, which is the basic logical starting point of all types of ethical or unethical behaviors, will also be affected by the interrelationship of ethical leadership and ethical climate.…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

Chinese insurance agents in “bad barrels”: a multilevel analysis of the relationship between ethical leadership, ethical climate and business ethical sensitivity

Zhang

2016

SpringerPlus

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BackgroundThe moral hazards and poor public image of the insurance industry, arising from insurance agents’ unethical behavior, affect both the normal operation of an insurance company and decrease applicants’ confidence in the company. Contrarily, these scandals may demonstrate that the organizations were “bad barrels” in which insurance agents’ unethical decisions were supported or encouraged by the organization’s leadership or climate.ObjectiveThe present study brings two organization-level factors (ethical leadership and ethical climate) together and explores the role of ethical climate on the relationship between the ethical leadership and business ethical sensitivity of Chinese insurance agents.ResultsThrough the multilevel analysis of 502 insurance agents from 56 organizations, it is found that organizational ethical leadership is positively related to the organizational ethical climate; organizational ethical climate is positively related to business ethical sensitivity, and organizational ethical climate fully mediates the relationship between organizational ethical leadership and business ethical sensitivity.ConclusionsOrganizational ethical climate plays a completely mediating role in the relationship between organizational ethical leadership and business ethical sensitivity. The integrated model of ethical leadership, ethical climate and business ethical sensitivity makes several contributions to ethics theory, research and management.

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Ethical Leadership and Followers' Attitudes Toward Corporate Social Responsibility: The Role of Perceived Ethical Work Climate

Cited by 56 publications

References 21 publications

Effect of ethical leadership and corporate social responsibility on firm performance: A systematic review

Effect of ethical leadership and corporate social responsibility on firm performance: A systematic review

Organizational Tolerance for Workplace Harassment: Development and Validation of the POT Scale

Chinese insurance agents in “bad barrels”: a multilevel analysis of the relationship between ethical leadership, ethical climate and business ethical sensitivity

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