Foundational Leadership Theory: The Inward and Outward Approach to Examine Ethical Decision-Making

Fuller, LaJuan Perronoski

doi:10.4236/ojl.2021.102006

Cited by 4 publications

(12 citation statements)

References 56 publications

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“…Other ethical theories cannot be ruled out in attempts to gain insight into possible links between ethical leadership and knowledge-hiding behaviors (Huo et al, 2016). FLT considers moral attractiveness and reflection using an inward/outward approach based on integrity, assurance, and pragmatism to account for perceived unethical leadership behavior (Fuller, 2021a).…”

Section: Ethical Leadership and Knowledge Hidingmentioning

confidence: 99%

“…For strategic reasons, it is difficult to eradicate perceived leadership abuse (Khan et al, 2019). However, FLT accounts for social norms that may provide leaders with a process to account for decisions that may be perceived as unethical or abusive to employees (Fuller, 2021a). Kahlid et al (2018) and Islam et al (2021) investigated the role of abusive leadership to explain knowledge-hiding behaviors by employees.…”

Section: Displaced Aggression Theory and Knowledge Hidingmentioning

confidence: 99%

“…FLA integrated employee perception of ethical leadership based on decisions that promote stress, anxiety, and uncertainty. FLA was shown to influence organizational commitment (Fuller, 2021a), which has been shown to predict knowledge-sharing behaviors (Cerne et al, 2014;Peng and Wei, 2018;Skerlavaj et al, 2018). Therefore, FLA may establish ethical leadership standards that reduce employee knowledge-hiding behaviors.…”

Section: Foundational Leadership Theory and Knowledge Hidingmentioning

confidence: 99%

“…The purpose of this study is to better understand foundational leadership theory (FLT) and reducing knowledge hiding among employees. FLT builds on the ethic position theory and suggests that employees perceive integrity, assurance, and pragmatism as ethical leadership attributes (Fuller, 2021a). Because knowledge hiding is inimical to organizational success (Connelly et al, 2017), this study aims to contribute to the literature by providing other methods to assess ethics and reducing knowledge hiding practices (Offergelt et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

“…Because knowledge hiding is inimical to organizational success (Connelly et al, 2017), this study aims to contribute to the literature by providing other methods to assess ethics and reducing knowledge hiding practices (Offergelt et al, 2019). pragmatism have been validated as an ethical leadership measurement and predicted organizational commitment (Fuller, 2021a). FLT should provide a suitable ethical model and assessment (Lee et al, 2018) to enhance our understanding of methods to reduce knowledge hiding (Tang et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

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Foundational Leadership Theory: A New Ethical Approach to Reducing Knowledge-Hiding Practices Among Employees

Fuller¹

2021

IJSSS

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Knowledge hiding is a destructive behavior that degrades organizational success. Knowledge hiding is the intentional withholding of information from another employee. It has been reported that 76% of U.S. employees hide knowledge from each other. The displaced aggression theory suggests that employees are more likely to hide knowledge from others in the presence of mistreatment by a leader. Therefore, there was a need to investigate new ethical theories that have been shown to influence organizational commitment and potentially decrease knowledge-hiding practices among employees. This research used foundational leadership theory (FLT) developed by Fuller in 2021 to examine the overall influence on knowledge hiding. The sample consisted of 306 full-time employees across various industries throughout the United States. The results indicated that FLT had a significant negative relationship (-0.64); regression analysis indicated that, as FLT increased, knowledge hiding decreased by 0.57. Therefore, leadership training programs that teach ethical leaders based on integrity, assurance, and pragmatism will likely reduce knowledge hiding tactics among employees and create a strategic advantage among competitors.

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Section: Ethical Leadership and Knowledge Hidingmentioning

confidence: 99%

Section: Displaced Aggression Theory and Knowledge Hidingmentioning

confidence: 99%

Section: Foundational Leadership Theory and Knowledge Hidingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Foundational Leadership Theory: A New Ethical Approach to Reducing Knowledge-Hiding Practices Among Employees

Fuller¹

2021

IJSSS

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Employee Perception of Leadership Tolerance of Deviance and the Moral Disengagement from Organizational Citizenship Behavior

Fuller¹

2022

JHRSS

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Organizational leaders set the example for "what is acceptable" ethical behavior and encourage organizational citizenship behavior among employees. Organizational citizenship behavior is the willingness to go above and beyond regular duties and responsibilities without using formal reward systems. However, employees who use social comparisons or repeatedly witness leaders who tolerate deviant behaviors are more likely to morally disengage from the positive attributes associated with organizational citizenship behavior. This research aims to determine ethical leadership attributes that resist the negative impact of perceived deviance tolerance on employee organizational citizenship behavior. The Leadership Ethic and Decision-making (LEAD) model is grounded in the foundational leadership theory which suggests that leaders should conduct an inward examination using integrity and assurance with an outward examination based on pragmatism to improve employee perception of ethical decision-making. The result of this study is based on responses from 378 full-time employees in the United States. The findings reveal that LEAD is a reliable, ethical leadership model and pragmatism is resistant to negative moderation of perceived tolerance of deviant behavior on employee contributions in the workplace. Therefore, leaders, managers, and HR professionals who apply the LEAD model will influence organizational citizenship behavior while reducing the deviant behaviors associated with the perceived tolerance of deviance.

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Foundational Leadership Theory: An Ethical Leadership Approach to Developing Positive Employee Work Engagement

Fuller¹

2021

OJBM

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Organizational commitment has a significant positive association with employee work engagement. Comparatively, organizational leaders recognize the value and competitive advantage of inspiring employee work engagement for sustainability in their industry. Numerous studies confirm that ethical leadership predicts organizational commitment. However, as of 2019, research suggested that alternative ethical leadership theories were needed to explain the influence on work engagement better. This study aimed to investigate the predictive power of Foundational Leadership Theory (FLT) developed by Fuller in 2021. FLT is an inward (internal) and outward (employee perceived) examination of ethical decisions based on integrity, assurance, and pragmatism. The findings were based on responses from 248 full-time employees across various industries in the United States of America. Pearson correlation and regression analysis revealed that integrity, assurance, and pragmatism predicted positive employee work engagement. FLT is a new theory and advances our understanding of employee commitment and work engagement in an organization. Human resource managers (HRM) recognized that employee enthusiasm is reflected in their work engagement. Therefore, leaders who rely on FLT are more likely to maintain a competitive advantage by creating or improving employee enthusiasm and engagement on the job.

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Foundational Leadership Theory: The Inward and Outward Approach to Examine Ethical Decision-Making

Cited by 4 publications

References 56 publications

Foundational Leadership Theory: A New Ethical Approach to Reducing Knowledge-Hiding Practices Among Employees

Foundational Leadership Theory: A New Ethical Approach to Reducing Knowledge-Hiding Practices Among Employees

Employee Perception of Leadership Tolerance of Deviance and the Moral Disengagement from Organizational Citizenship Behavior

Foundational Leadership Theory: An Ethical Leadership Approach to Developing Positive Employee Work Engagement

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