Is Ethical Leadership Beneficial?

Bansal, Jahanvi; Kumar, Dinesh

doi:10.5958/2321-5763.2018.00084.7

Cited by 3 publications

(6 citation statements)

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“…Mayer et al (2009) advocated that if leaders treat their subordinates with fairness, encourage them, support them in a difficult time and give them enough opportunities then the subordinates will certainly respond with an optimistic behavior. The results of this scholarly work are consistent with previous studies that also reported a strong and positive connection between EL and EJP (Saragih et al, 2020;Shafique et al, 2018;Bansal and Kumar, 2018;Yang and Wei, 2017;Khokhar and Zia-ur-Rehman, 2017;Bouckenooghe et al, 2015;Piccolo et al, 2010).…”

Section: Discussionsupporting

confidence: 91%

Does CSR mediate the nexus of ethical leadership and employee’s job performance? Evidence from North Italy SMEs

Aftab

Sarwar

Amin

et al. 2021

SRJ

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Purpose Leadership has a decisive role in the success of all types of businesses and firms, including small- and medium-sized enterprises (SMEs), and the ethical behavior of leaders is a key component which brings a sense of respect, fulfillment, trustworthiness and acceptance among the employees, which later become visible in their job performance (JP). This study aims to check the immediate effect of ethical leadership (EL) on employee’s JP (EJP) and also explore the indirect mediating effect of corporate social responsibility (CSR) on this EL and EJP nexus. Design/methodology/approach Primary data was obtained from the employees of manufacturing SMEs of Northern Italy using a cross-sectional design from the end of 2019 to the start of 2020. This paper circulated 450 self-administered questionnaires using simple random sampling, and 202 (44.88%) valid questionnaires were returned. The PROCESS macro was performed using statistical package for social sciences to ensure whether or not EL affects EJP and is there any mediation effect of CSR present in this nexus. Findings The results indicate that EL has a strong positive connection with EJP and CSR. Interestingly, CSR positively influences EJP. Furthermore, the results also report the strong mediating effect of CSR in the nexus of EL and EJP. Originality/value This scholarly work seeks to contribute not only to the literature of EL and EJP but also enriches the understanding of this EL-EJP association by highlighting the indirect effect of mediating variable CSR in the SME sector.

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Section: Discussionsupporting

confidence: 91%

Does CSR mediate the nexus of ethical leadership and employee’s job performance? Evidence from North Italy SMEs

Aftab

Sarwar

Amin

et al. 2021

SRJ

View full text Add to dashboard Cite

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“…The choices of a leader are also affected by his morality. Ethical leadership is empirically related to some of the similar related constructs such as transformational, servant, and authentic leadership, but argued that it is well distinct from these constructs (Bansal & Kumar, 2018).…”

Section: Authentic Leadership Theorymentioning

confidence: 99%

“…By using servant leadership, one can achieve organizational goals without using positional and authoritative power. (Bansal & Kumar, 2018) Change Management A successful change includes therefore three aspects: unfreezing (if necessary) the present level L1, moving to the new level L2, and freezing group life on the new level and Since any level is determined by a force eld, permanency implies that the new force eld is made relatively secure against change. Kurt Lewin was seen as one of the foremost psychologists of his day, He is now best known for his three-step model of change.…”

Section: Servant Leadershipmentioning

confidence: 99%

Leadership Models and Change Management: A Systematic Review

Agazu

Birbirsa

Werke

2022

Preprint

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The goal of the study was to thoroughly examine the organizational change management and leadership paradigms utilized in various industries. There are various leadership models that can be applied in various situations and change models that are used in various organizations, but there is no evidence of the effectiveness of these models when it comes to managing organizational change, and they aren't discussed as a group in a systematic way either. A research topic that has been highlighted by the studies is to present and examine the leadership models that are most frequently utilized in organizational change management. The past literature on empirical and theoretical topics is compiled via a systematic review. An analysis of the content that is qualitative and descriptive was planned. Scopus, Web of Science, Taylor & Francis, Google Scholar, Emerald, and PubMed search results were for research. The following leadership theories were examined: the Great-Man Theory, the Trait Theory, the Behavioural Theories, the Contingency Theories, the Situational Leadership Theory, the Path-Goal Theory, the Leader Participation Model, the Leader-Member Exchange Theory, the Transformational Theory, the Transactional Theory, the Authentic Leadership theory, the Ethical Leadership theory, and the Servant Leadership theory. Various change management models were also examined, including ADKAR, Kurt Lewin's Change Model the majority of researchers worked on separately examining leadership models and change management in various businesses, but they mostly focused on transformational leadership combined with change management strategies that are helpful in organizational transition. The findings of this study support the widespread use of transformational leadership styles in businesses that were undergoing change. Therefore, it is advised that rather than generalizing the theories, future scholars conduct study by filling up these gaps and concentrating on geographical areas where it is possible to apply leadership models to certain sectors.

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“…School principals who enact ethical leadership as school leaders have much to gain. Such a premise is possible as Bansal and Kumar (2018), as well as Tyre (2018) postulate that ethical leadership yields personal, as well as organisational benefits. These scholars further opine that enacting ethical leadership enables school principals to gain trust from other stakeholders and teachers, which then makes the principal's job easier and more enjoyable (Bansal & Kumar, 2018;Tyre, 2018).…”

Section: Background Of the Studymentioning

confidence: 99%

“…Such a premise is possible as Bansal and Kumar (2018), as well as Tyre (2018) postulate that ethical leadership yields personal, as well as organisational benefits. These scholars further opine that enacting ethical leadership enables school principals to gain trust from other stakeholders and teachers, which then makes the principal's job easier and more enjoyable (Bansal & Kumar, 2018;Tyre, 2018). Likewise, in their leadership as school leaders, ethical school principals embrace accountability as an essential element of school governance (Maile, 2002).…”

Section: Background Of the Studymentioning

confidence: 99%

School principals’ experiences of ethical leadership during times of accountability : complexities, dilemmas and dynamics.

Hlongwane

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Is Ethical Leadership Beneficial?

Cited by 3 publications

References 0 publications

Does CSR mediate the nexus of ethical leadership and employee’s job performance? Evidence from North Italy SMEs

Does CSR mediate the nexus of ethical leadership and employee’s job performance? Evidence from North Italy SMEs

Leadership Models and Change Management: A Systematic Review

School principals’ experiences of ethical leadership during times of accountability : complexities, dilemmas and dynamics.

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