WHO DISPLAYS ETHICAL LEADERSHIP, AND WHY DOES IT MATTER?
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Transcript of WHO DISPLAYS ETHICAL LEADERSHIP, AND WHY DOES IT MATTER?
JOURNAL ARTICLE GROUP PRESENTATION :
Human Capital Management
Prepared by:
Alireza Khosroyar
WHO DISPLAYS ETHICAL LEADERSHIP, AND WHY DOES IT MATTER? AN EXAMINATION OF ANTECEDENTS AND CONSEQUENCES OF
ETHICAL LEADERSHIP
By David M. Mayer, Karl Aquino, Rebecca L. Greenbaum, Maribeth Kuenzi
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
PRESENTATION OUTLINE
• Introduction & Theoretical Background
• Research Findings
• Practical Managerial Implications
• Case Study : Ethical Leadership in Microsoft
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
INTRODUCTION & THEORETICAL BACKGROUND Prior research : Effect of “Leadership” on follower behavior This research : Effect of “Ethical Leadership” ( new )
New Conceptualization of Ethical Leadership (Brown et al., 2005)
3 key building blocks of Ethical Leadership
Moral person
Moral manager
• Why Ethical Leadership matters
• Who engages in Ethical Leadership
• Whether Ethical Leadership represents a distinct aspect of leadership not captured by other leadership constructs
INTRODUCTION & THEORETICAL BACKGROUND
Related Leadership Constructs
Idealized influence
Interpersonal Justice
Informational Justice
Ethical Leadership
Antecedents Consequences( unit-level outcome )
Moral IdentityUnethical Behavior
Relationship Conflict
Leadership Construct
Research Theoretical Constructs
INTRODUCTION & THEORETICAL BACKGROUND
• Moral Identity Influences Moral Behavior
Antecedents
Hypothesis 1a. : Leader moral identity symbolization is positively related to ethical leadership
Hypothesis 1b. : Leader moral identity internalization is positively related to ethical leadership
Moral Identity
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
THEORETICAL BACKGROUND Social Learning Theory
THEORETICAL BACKGROUND
• Unethical Behavior- Ethical leader influence their employees to engage in desired behavior.- Group norms for acceptable behavior are formed.
Unit-Level Outcomes
Hypothesis 2 : Ethical Leadership is negatively related to unit unethical behavior
• Relationship Conflict- More willing to allow coworkers to express their opinions.
- Employees demonstrate Respect and consideration for coworkers’
needs.
Hypothesis 3 : Ethical Leadership is negatively related to unit relationship conflict
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
Theoretical Background
• Ethical Leadership as a partial mediator
• Is there any possibility of the existence of other mechanisms
that could also explain this relationship.
Unit-Level Outcomes
Hypothesis 4 : Ethical Leadership partially mediates the relationship between leader moral identity and unit unethical behavior and unit relationship confilict.
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
CONCEPTUAL FRAMEWORK
Antecedents
IndependentVariables
Consequences( unit-level outcome )
DependentVariables
Leadership Construct
Mediator
Leader Moral Identity
Symbolization
Leader Moral Identity
Internalization
Ethical Leadership
Unit Unethical Behavior
Unit Relationship
Conflict
H1a
H1b
H2
H3
H4 H4
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
RESEARCH FINDINGS
Leader Moral Identity
Symbolization
Leader Moral Identity
Internalization
Ethical Leadership
Unit Unethical Behavior
Unit Relationship
Conflict
H1a
H1b
H2
H3
H1a,H1b: Leader moral identity are positively related to ethical leadership
H2, H3: Ethical Leadership is negatively related to unit unethical behavior and unit relationship conflict
H4: Negative direct relationship between Leader Moral Identity Internalization and unit outcomes
BUT no relashionship between Leader Moral Identity Symbolization and unit outcomes.
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
Ethical Leadership
HowRewards and Punishments
Effects↓ Unethical Behaviours
↓ Relationship Conflicts
PRACTICAL MANAGERIAL IMPLICATIONS
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
Utilize H.R practices
How
Selection Methods: Assessing managerial candidates' integrity and moral development
Effects ↑ Level of Ethical Leadership
PRACTICAL MANAGERIAL IMPLICATIONS
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
Ethics Training
HowEducating about behaviours in ethical leaders
Effects Employees get consistent norms for appropriate behaviours
PRACTICAL MANAGERIAL IMPLICATIONS
ONLY a subset of unethical behaviours are examined!
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
Activating moral identies
HowUse CUES. e.g. Posters, slogans, material symbols which able to construct moral and concern salient.
EffectsIncreasing level of awareness of appropriate behaviours
PRACTICAL MANAGERIAL IMPLICATIONS
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
Being Good to feel Good
HowTo be motivated to uphold moral
identities.
Effects Demonstrations of Ehtical Leadership
Counter-intuitive Effects:Resist competing pressure
PRACTICAL MANAGERIAL IMPLICATIONS
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
Selecting leaders WHO committed to MORAL GOALS
HowMoral identity is central to their self-definition.
EffectsEmployees learn as they demonstrate ethical behaviours
PRACTICAL MANAGERIAL IMPLICATIONS
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
What is required for effective ethical leadership?
• What you do• what you say• Systems• culture
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
The most critical factor in creating ethical organizations
• (1) Ethical leadership, • (2) Ethical practices,• (3) Ethical climate.
Ethical aspects of Bill Gates leadership
“Humanity’s greatest advances are not in its discoveries, but in how those discoveries are applied to reduce
inequity.” – Bill Gates.
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
Bill Gates Leadership Who is He?• Predominate and
manipulative leader
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
closer to his employees
inspirational motivation
intellectual stimulation
built a culture of the best and brightest
created culture of innovation, learning and improvement over time
high level of commitment by the people involved
taking care of employees
empowering workers by giving them all the information about what’s going on
Ethical aspects of Bill Gates leadership
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
Unethical aspects of
Bill Gates leadership
• Microsoft is in a practically monopolistic position
• to hide this unethical policy
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
Awards and Honors
CSGB 6101 - Human Capital Management
ETHICAL LEADERSHIP
Conclusion
• http://www.youtube.com/watch?v=UhxINyIZ454&feature=share