HEAD: Ethical Comparison
RUNNING HEAD: Ethical Comparison
Ethics Comparison Essay
Tracy Copeland Belardo
Grand Canyon University – LDR 800
February 12, 2015
Introduction
In the wake of the post- Enron, post-WorldCom and post-Tyco era, the importance of ethics has become one of the biggest topics in the business world (C. Chekwa, L.Ouhirra, E. Thomas, &M. Chukwuanna, 2014). This essay is a comparison of study characteristics conducted by three different research teams on the topics ethics and leadership. Rationale for the selection of the topics in all three studies are similar, the researchers explore the need of ethical leadership and more effective development in establishing ethical training. Article one, “Charismatic leadership and organizational …show more content…
citizenship behavior: The mediating role of ethical climate” (C. Zehir, B. Muceldili, E.Altindag, Y. Sehitoglu & S.Zehir, 2014), the researchers explore the relationship between charismatic leadership role in developing an ethical climate and instilling organizational citizenship behavior (OBC). OBC is defined as the employees’ willingness to cooperate in implementing decisions (Zehir et al, 2014). Article two, “An examination of the effects of leadership on business ethics: empirical study” (Zehir et al., 2014), explores the role of leadership in creating organizational values and ethics as well as the perceptions and personal values of the participants on the ethical leadership. In article three, “Responding destructively in leadership situations: the role of personal values and problem construction”, the focus is the role of how personal values play in destructive leader decision making and problem solving (Illies & Reiter-Palmon, 2008).
Comparison of Hypotheses The studies in this essay utilize past works of notable researchers in the field of leadership and business ethics to develop the hypotheses. All three articles present common themes of personal and professional ethics as well as the relationship of leadership style/values on ethics. In article one, Zehir et al., (2014) presents four hypotheses based on the theoretical framework of the Social Learning Theory. The researchers’ hypotheses explore the relationship of charismatic leadership on building ethical climate, Organizational Citizenship Behavior (OCB) and the mediating relationship between charismatic leadership and OCB. OBC is defined as the employees’ willingness to cooperate in implementing decisions (Zahir et al., 2014). C. Chekwa & et al (2014) in article two, presents one hypothesis that explores the perceptions and personal values of leadership as it pertains to ethical responsibility. This hypothesis is formed using the Values Theory as its theoretical framework. Article three has two hypotheses (hypothesis one has two parts) that explores self-enhancement and self – transcendence values in relation to destructive decision making in leadership (J.Illies & R. Reiter-Palmon, 2008). Self-enhancement in this study is viewed as a negative attribute for leadership, it’s an expression of self-serving behaviors for advancement. Self-transcendence is viewed as a quality of growth through surpassing our previous achievements, but not at the defeat/demise of another. J. Illies and Reiter- Palmon (2018) propose that the use of self-enhancement values will produce destructive decisions and poor problem solving skills in comparison to self-transcendence values.
Comparison of Sample Population
The sample populations in the article one and three were randomly selected. All three studies present with varied size and composition. Article one, has a large sample size of 600 participants employed at hotels, and industrial organizations. Participants were mainly men (61%) over the age of 30 (52%) and have a four year degree (52%) (Zehir et al., 2014). The participants in article one is reported as being 44% middle managers with 1-5 years of work experience (Zehir et al., 2014). The population surveyed were solely from Turkey. The sample size of the studies in article two and three are substantially lower that the preceding study. Article two has a sample size of 30 with 52% of the population being male. The ages of the participants ranged from 18-61 years of age (17% were ages 18-27, 67% were ages 28-43 and 17% were ages 41-61) (Zehir, 2014). The work experience of the participants was measured in five-year increments; 48% with 0-5 years of experience, 19% with 6-10 years of experience, 19% with 11-15 years of experience and 14% with 16+ years of experience (Zehir, 2014). In contrast to the previous two articles, article three also has a female dominate population (67%) with a total sample size of 160 participants. The participants in this study are undergraduate students with an average age of 22 years with 53% of the participants having at least one year of managerial experience (Illies &Reiter-Palmon, 2008).
Comparison of Results In article one, Zehir et al., (2014) utilized regression analysis to investigate and prove the hypotheses. Research findings show positive relationships among charismatic leadership, ethical climate, and OCB. It also demonstrates that ethical climate mediated the relationship between the OCB and charismatic leadership. Chekwa et al., (2014), in article two also utilized regression analysis in conjunction with normality testing to investigate and prove the hypothesis in the study. The researchers conclude that there is a relationship between leadership ethical values and ethical behavior. The study presents that followers are both observant and critical of the behavior of organizational leaders. In article three, Illies and Reiter-Palmona (2008) expands on the works of Brown and Trevino to demonstrate the intercorrelations of personal values and ethical behavior. The study provided partial support for that argument by demonstrating that certain value systems are related to destructive behavior and that individuals will tend to construct problems in a manner consistent with their values (Illies & Reiter-Palmon, 2008).
Conclusion
Article one presents with three major limitations.
Zehir et al., (2008) was able to address issues with leadership styles and ethical behavior. One limitation was that the study evaluates only charismatic leadership as opposed to servant, spiritual or authentic styles of leadership and the prospective effects on ethical behavior. Another limitation of article one is that the focus only on the links between charismatic leadership, ethical climate and OCB other outcomes like employee satisfaction, commitment and operational performance were not evaluated. Previous research showed that poor ethical climate is a direct relationship to decrease in employee satisfaction, commitment and operational performance (Zehir et al., 2014). This study also has the limitation related to the sample population. The data was retrieved from one source, Turkey. The results are not applicable to other populations. Future studies should expand to other countries to provide a more global view of the presented …show more content…
relationships. Article two also presents with limitations of the sampling population. The sample size is a convenience sample which effects the validity of the results (Chekwa et al., 2014). The outcome of the study cannot be generalized to other companies or cultures as in the results in article one. Another major limitation is that the values assessed in the study do not fully address characteristics of ethical behavior. This limitation is also similar the limitation in article one of not addressing more influences on ethical behavior. The researchers suggest that ethical behavior is not one-dimensional, future research should address other behavioral and relationship factors in order to have a more in-depth understanding the personal values that contribute to ethical behavior (Chekwa et al., 2014). In article three the researcher’s limitation is also the lack of expansion in the relationship of values and beliefs as it is related to ethical behavior in leadership. This study presents only individual differences (mainly values and beliefs) of participants placed in leadership situations were considered. Future research needs to explore how values and beliefs combine or interact with environmental variables and how a leader’s beliefs and values influence the behaviors of one’s followers (Chekwa et al., 2014). These studies address areas of leadership and ethical behavior. The researchers are seeking to develop more effective means of training and promoting ethical behavior in business management.
References
Chekwa, Charles, Latoya Ouhirra, Eugene Thomas, and Mmuta Chukwuanu. 2014. An examination of the effects of leadership on business ethics: empirical study, International Journal Of Business & Public Administration 11, no. 1: 48-65.
Illies, J. J., & Reiter-Palmon, R. (2008). Responding Destructively in Leadership Situations: The Role of Personal Values and Problem Construction. Journal of Business Ethics, (1). 251
Zehir, C,. Muceldile, B., Altindang, E., Sehitoglu, Y., and Zehir, S., (2014). Charismatic leadership and organizational citizenship behavior: the mediating role of ethical climate. Social Behavior & Personality: An International Journal, 42(8)
Comparison Matrix
Article 1
Article 2
Article 3
Title/Author(s)
Charismatic Leadership and Organizational Citizenship Behavior: The mediating role of ethical climate.
C. Zehir, B. Muceldili, E.Altindag, Y. Sehitoglu and S.Zehir (2014)
An Examination of the effects of Leadership on Business Ethics: Empirical Study.
C. Chekwa, L. Ouhirra, E. Thomas and M. Chukwuana (2014)
Responding Destructively in Leadership
Situations: The Role of Personal Values and Problem Construction
Jody J. Illies
Roni Reiter-Palmon
Persistent GCU Library Link http://library.gcu.edu:2048/login?url=http://search.ebscohost.com.library.gcu.edu:2048/login.aspx?direct=true&db=s3h&AN=98513339&site=eds-live&scope=site http://library.gcu.edu:2048/login?url=http://search.ebscohost.com.library.gcu.edu:2048/login.aspx?direct=true&db=bth&AN=97887448&site=eds-live&scope=site http://library.gcu.edu:2048/login?url=http://search.ebscohost.com.library.gcu.edu:2048/login.aspx?direct=true&db=ofs&AN=507999805&site=eds-live&scope=site Purpose of the Study
What is the author’s rationale for selecting this topic? Does he/she build a strong case?
The authors wanted to show a relationship between charismatic leadership role in developing an ethical climate and instilling organizational citizenship behavior (OBC). OBC is defined as as the employees’s willingness to cooperate in implementing decisions (Zehir et al, 2014). Prior research suggests that there is a positive link that promotes higher employee performance, job satisfaction, financial performance and group cohesion.
Examine how the role of leadership may or may not play in creating organizational values and ethics. The researchers explored the perceptions and personal values of the participants on the ethics of leadership. The study does not build a strong case nor a weak case. I provides information for additional study.
The purpose of the study is to explore the relationship between the pursuit of self-interests and the motivation to be destructive. Specifically, the role of how personal values play in destructive leader decision making and problem solving.
Research Question(s)
What question(s) does the author present?
Hypothesis 1: Charismatic leadership will be positively related to ethical climate.
Hypothesis 2: There will be a positive relationship between ethical climate and organizational citizenship behavior.
Hypothesis 3: Charismatic leadership will be positively related to organizational citizenship behavior.
Hypothesis 4: Ethical climate will mediate the relationship between charismatic leadership and organizational citizenship behavior.
Charismatic
leadership
Hypothesis: Perception of leadership’s ethical values will not impact ethical behavior
Researchers used descriptive statistics with the accompaniment of regression analysis and normality testing. Descriptive research was used to explore the perceptions and personal values of the participants. The use of survey questions were used to focus on perceptions of leadership as it pertains to ethical responsibility.
Hypothesis 1a Individuals with self-enhancement values will make more destructive decisions and generate more destructive problem solutions than will those with self-transcendence values.
Hypothesis 1b Self-enhancement and self-transcendence values will predict variability in destructive decision making and problem solving beyond what is predicted by destructive beliefs and motives.
Hypothesis 2 Individuals with self-enhancement values will develop problem constructions that reflect a desire for personal gain, whereas those with self-transcendence values will develop problem constructions that reflect a concern for others. In turn, the degree to which problem constructions reflect self-enhancement goals over self-transcendence goals will be positively related to the destructiveness of resultant problem solutions
Literature Review
How is this organized?
What are the main themes found in the review? Who are the main authors used?
The literature review is organized in sections preceding the individual hypotheses presented in the study. The review is used to support the reasoning of the hypotheses. There are four hypotheses in the study. The presented in hypothesis 1 deals with the direct relationship between charismatic leaders and the ethical climate in the workplace. This hypothesis is based off the works of Howell and Avolio. In hypothesis 2, the theme is centered on the ethical climate and OCB. The researchers in this study based this hypothesis on the works of Barnard (1933), Katz (1964), Organ, Podsakoff, MacKenzie, Moorman, Fetter, Paine and Bachrach.
The literature review that was used to support hypotheses 3 and 4 focused on charismatic leadership and OCB. Researchers use some of the same researchers in hypothesis two, Podsakoff et al. 2000, and Babcick-Roberson & Strickland, 2010.
The literature review precedes the presentation of the hypothesis. The theme of the review is an exploration of previous research on ethical development, ethics programs and models. Researchers used in the literature review of Kaptein, Trevino and Weaver to explain ethics programs and models. Works of Freeman, Donaldson, Preston, Jones, Wick and Mitchell is also used to present the usefulness for developing a framework for organizational
ethics.
The literature review is organized in sections preceding the individual hypotheses presented in the study. The review is used to support the reasoning of the hypotheses. There are two hypotheses in the study. Hypothesis 1 is a two part hypothesis. The theme of the literature review is
Sample Population(s)
What group(s) is/are being studied?
Face to face surveys.
600 participants (61% men;52% over the age of 30; and 52% have a university degree). 44% were middle managers with 1-5 years of work experience. The population surveyed were solely from Turkey
Researchers utilized a self-administered survey. The sample populations comprised adult working online college students. It was a random selection with a sample size of 30 students. 43% males, 17% were ages 18-27, 67% were ages 28-43 and 17% were ages 41-61. 45% worked full-time and 5% were part-time/temporary contractors. The work experience of the participants was measured in five-year increments; 48% with 0-5 years of wxperiencce, 19% with 6-10 years of experience, 19% with 11-15 years of experience and 14% with 16+ years of experience. There was a response rate of 70%.
Participants Data were collected from 160 undergraduate students (107 females, 53 males), resulting in 80 participants each in the problem-construction and no problem-construction conditions. The average age of participants was 22.30 years (SD = 4.27), and year in college was fairly evenly distributed: 55 firstyear, 38 second-year, 32 third-year, 20 fourth-year, and 15 fifth-year or higher. Approximately half of the participants (53%) had at least 1 year of managerial experience.
Limitations
What are the limitations of the study? Why can it only encompass so much?
1. Evaluated only charismatic leadership as opposed to servant, spiritual or authentic
2. Focused only on the links between charismatic leadership, ethical climate and OCB. Outcomes like employee satisfaction, commitment and operational performance performance
3. The data was specific to the Turkish population. Other countries should have been included to give a global picture of relationships.
The sample size is a convenience sample which effects the validity. The outcome of the study cannot be generalized to other companies or cultures. The researchers suggest that ethical behavior is not one-dimensional. Other behavioral and relationship factors were not tested. There is room for more in-depth research. One limitation of this study is that only individual differences (mainly values and beliefs) of participants placed in leadership situations were considered. Future research needs to explore how values and beliefs combine or interact with environmental variables and how a leader’s beliefs and values influence the behaviors of one’s followers. more in-depth analysis of the relationship among needs, beliefs, and values and their influence on destructive leadership and ethical behavior in general.
Results/ Conclusions
What did the author find through the study? Was the original question answered?
The use of regression analysis was used to investigate the hypotheses. The findings of the research showed positive relationships among charismatic leadership, ethical climate, and OCB. Ethical climate was found to be a weak mediator in the relationship between charismatic leadership and OCB. However, ethical climate mediated the relationship between the OCB. Hypotheses one and four were partially supported through the research, but hypotheses 2 two and three were supported through the work of the researchers.
The use of regression analysis and normality testing was used to investigate the hypotheses. The researchers conclude that there is a relationship between leadership ethical values and ethical behavior. The research demonstrates followers are both observant and critical of the behavior of organizational leaders.
Descriptive statistics and intercorrelations for all study variables were utilized and identified. The results of this study expand on the model of ethical leadership proposed by Brown and Trevino (2006) by demonstrating that personal values have a direct and potentially indirect influence on ethical behavior. Study provided some support for that argument by demonstrating that certain value systems are related to destructive behavior. In addition, by demonstrated that individuals will tend to construct problems in a manner consistent with their values, results of this study also suggested that even if leaders with self enhancement values are in place, it may be possible to reduce their threat by attempting to guide their problem-construction activities when they are faced with a problem containing ethical content.
Ethics Comparison Essay
Tracy Copeland Belardo
Grand Canyon University – LDR 800
February 12, 2015
Introduction
In the wake of the post- Enron, post-WorldCom and post-Tyco era, the importance of ethics has become one of the biggest topics in the business world (C. Chekwa, L.Ouhirra, E. Thomas, &M. Chukwuanna, 2014). This essay is a comparison of study characteristics conducted by three different research teams on the topics ethics and leadership. Rationale for the selection of the topics in all three studies are similar, the researchers explore the need of ethical leadership and more effective development in establishing ethical training. Article one, “Charismatic leadership and organizational …show more content…
citizenship behavior: The mediating role of ethical climate” (C. Zehir, B. Muceldili, E.Altindag, Y. Sehitoglu & S.Zehir, 2014), the researchers explore the relationship between charismatic leadership role in developing an ethical climate and instilling organizational citizenship behavior (OBC). OBC is defined as the employees’ willingness to cooperate in implementing decisions (Zehir et al, 2014). Article two, “An examination of the effects of leadership on business ethics: empirical study” (Zehir et al., 2014), explores the role of leadership in creating organizational values and ethics as well as the perceptions and personal values of the participants on the ethical leadership. In article three, “Responding destructively in leadership situations: the role of personal values and problem construction”, the focus is the role of how personal values play in destructive leader decision making and problem solving (Illies & Reiter-Palmon, 2008).
Comparison of Hypotheses The studies in this essay utilize past works of notable researchers in the field of leadership and business ethics to develop the hypotheses. All three articles present common themes of personal and professional ethics as well as the relationship of leadership style/values on ethics. In article one, Zehir et al., (2014) presents four hypotheses based on the theoretical framework of the Social Learning Theory. The researchers’ hypotheses explore the relationship of charismatic leadership on building ethical climate, Organizational Citizenship Behavior (OCB) and the mediating relationship between charismatic leadership and OCB. OBC is defined as the employees’ willingness to cooperate in implementing decisions (Zahir et al., 2014). C. Chekwa & et al (2014) in article two, presents one hypothesis that explores the perceptions and personal values of leadership as it pertains to ethical responsibility. This hypothesis is formed using the Values Theory as its theoretical framework. Article three has two hypotheses (hypothesis one has two parts) that explores self-enhancement and self – transcendence values in relation to destructive decision making in leadership (J.Illies & R. Reiter-Palmon, 2008). Self-enhancement in this study is viewed as a negative attribute for leadership, it’s an expression of self-serving behaviors for advancement. Self-transcendence is viewed as a quality of growth through surpassing our previous achievements, but not at the defeat/demise of another. J. Illies and Reiter- Palmon (2018) propose that the use of self-enhancement values will produce destructive decisions and poor problem solving skills in comparison to self-transcendence values.
Comparison of Sample Population
The sample populations in the article one and three were randomly selected. All three studies present with varied size and composition. Article one, has a large sample size of 600 participants employed at hotels, and industrial organizations. Participants were mainly men (61%) over the age of 30 (52%) and have a four year degree (52%) (Zehir et al., 2014). The participants in article one is reported as being 44% middle managers with 1-5 years of work experience (Zehir et al., 2014). The population surveyed were solely from Turkey. The sample size of the studies in article two and three are substantially lower that the preceding study. Article two has a sample size of 30 with 52% of the population being male. The ages of the participants ranged from 18-61 years of age (17% were ages 18-27, 67% were ages 28-43 and 17% were ages 41-61) (Zehir, 2014). The work experience of the participants was measured in five-year increments; 48% with 0-5 years of experience, 19% with 6-10 years of experience, 19% with 11-15 years of experience and 14% with 16+ years of experience (Zehir, 2014). In contrast to the previous two articles, article three also has a female dominate population (67%) with a total sample size of 160 participants. The participants in this study are undergraduate students with an average age of 22 years with 53% of the participants having at least one year of managerial experience (Illies &Reiter-Palmon, 2008).
Comparison of Results In article one, Zehir et al., (2014) utilized regression analysis to investigate and prove the hypotheses. Research findings show positive relationships among charismatic leadership, ethical climate, and OCB. It also demonstrates that ethical climate mediated the relationship between the OCB and charismatic leadership. Chekwa et al., (2014), in article two also utilized regression analysis in conjunction with normality testing to investigate and prove the hypothesis in the study. The researchers conclude that there is a relationship between leadership ethical values and ethical behavior. The study presents that followers are both observant and critical of the behavior of organizational leaders. In article three, Illies and Reiter-Palmona (2008) expands on the works of Brown and Trevino to demonstrate the intercorrelations of personal values and ethical behavior. The study provided partial support for that argument by demonstrating that certain value systems are related to destructive behavior and that individuals will tend to construct problems in a manner consistent with their values (Illies & Reiter-Palmon, 2008).
Conclusion
Article one presents with three major limitations.
Zehir et al., (2008) was able to address issues with leadership styles and ethical behavior. One limitation was that the study evaluates only charismatic leadership as opposed to servant, spiritual or authentic styles of leadership and the prospective effects on ethical behavior. Another limitation of article one is that the focus only on the links between charismatic leadership, ethical climate and OCB other outcomes like employee satisfaction, commitment and operational performance were not evaluated. Previous research showed that poor ethical climate is a direct relationship to decrease in employee satisfaction, commitment and operational performance (Zehir et al., 2014). This study also has the limitation related to the sample population. The data was retrieved from one source, Turkey. The results are not applicable to other populations. Future studies should expand to other countries to provide a more global view of the presented …show more content…
relationships. Article two also presents with limitations of the sampling population. The sample size is a convenience sample which effects the validity of the results (Chekwa et al., 2014). The outcome of the study cannot be generalized to other companies or cultures as in the results in article one. Another major limitation is that the values assessed in the study do not fully address characteristics of ethical behavior. This limitation is also similar the limitation in article one of not addressing more influences on ethical behavior. The researchers suggest that ethical behavior is not one-dimensional, future research should address other behavioral and relationship factors in order to have a more in-depth understanding the personal values that contribute to ethical behavior (Chekwa et al., 2014). In article three the researcher’s limitation is also the lack of expansion in the relationship of values and beliefs as it is related to ethical behavior in leadership. This study presents only individual differences (mainly values and beliefs) of participants placed in leadership situations were considered. Future research needs to explore how values and beliefs combine or interact with environmental variables and how a leader’s beliefs and values influence the behaviors of one’s followers (Chekwa et al., 2014). These studies address areas of leadership and ethical behavior. The researchers are seeking to develop more effective means of training and promoting ethical behavior in business management.
References
Chekwa, Charles, Latoya Ouhirra, Eugene Thomas, and Mmuta Chukwuanu. 2014. An examination of the effects of leadership on business ethics: empirical study, International Journal Of Business & Public Administration 11, no. 1: 48-65.
Illies, J. J., & Reiter-Palmon, R. (2008). Responding Destructively in Leadership Situations: The Role of Personal Values and Problem Construction. Journal of Business Ethics, (1). 251
Zehir, C,. Muceldile, B., Altindang, E., Sehitoglu, Y., and Zehir, S., (2014). Charismatic leadership and organizational citizenship behavior: the mediating role of ethical climate. Social Behavior & Personality: An International Journal, 42(8)
Comparison Matrix
Article 1
Article 2
Article 3
Title/Author(s)
Charismatic Leadership and Organizational Citizenship Behavior: The mediating role of ethical climate.
C. Zehir, B. Muceldili, E.Altindag, Y. Sehitoglu and S.Zehir (2014)
An Examination of the effects of Leadership on Business Ethics: Empirical Study.
C. Chekwa, L. Ouhirra, E. Thomas and M. Chukwuana (2014)
Responding Destructively in Leadership
Situations: The Role of Personal Values and Problem Construction
Jody J. Illies
Roni Reiter-Palmon
Persistent GCU Library Link http://library.gcu.edu:2048/login?url=http://search.ebscohost.com.library.gcu.edu:2048/login.aspx?direct=true&db=s3h&AN=98513339&site=eds-live&scope=site http://library.gcu.edu:2048/login?url=http://search.ebscohost.com.library.gcu.edu:2048/login.aspx?direct=true&db=bth&AN=97887448&site=eds-live&scope=site http://library.gcu.edu:2048/login?url=http://search.ebscohost.com.library.gcu.edu:2048/login.aspx?direct=true&db=ofs&AN=507999805&site=eds-live&scope=site Purpose of the Study
What is the author’s rationale for selecting this topic? Does he/she build a strong case?
The authors wanted to show a relationship between charismatic leadership role in developing an ethical climate and instilling organizational citizenship behavior (OBC). OBC is defined as as the employees’s willingness to cooperate in implementing decisions (Zehir et al, 2014). Prior research suggests that there is a positive link that promotes higher employee performance, job satisfaction, financial performance and group cohesion.
Examine how the role of leadership may or may not play in creating organizational values and ethics. The researchers explored the perceptions and personal values of the participants on the ethics of leadership. The study does not build a strong case nor a weak case. I provides information for additional study.
The purpose of the study is to explore the relationship between the pursuit of self-interests and the motivation to be destructive. Specifically, the role of how personal values play in destructive leader decision making and problem solving.
Research Question(s)
What question(s) does the author present?
Hypothesis 1: Charismatic leadership will be positively related to ethical climate.
Hypothesis 2: There will be a positive relationship between ethical climate and organizational citizenship behavior.
Hypothesis 3: Charismatic leadership will be positively related to organizational citizenship behavior.
Hypothesis 4: Ethical climate will mediate the relationship between charismatic leadership and organizational citizenship behavior.
Charismatic
leadership
Hypothesis: Perception of leadership’s ethical values will not impact ethical behavior
Researchers used descriptive statistics with the accompaniment of regression analysis and normality testing. Descriptive research was used to explore the perceptions and personal values of the participants. The use of survey questions were used to focus on perceptions of leadership as it pertains to ethical responsibility.
Hypothesis 1a Individuals with self-enhancement values will make more destructive decisions and generate more destructive problem solutions than will those with self-transcendence values.
Hypothesis 1b Self-enhancement and self-transcendence values will predict variability in destructive decision making and problem solving beyond what is predicted by destructive beliefs and motives.
Hypothesis 2 Individuals with self-enhancement values will develop problem constructions that reflect a desire for personal gain, whereas those with self-transcendence values will develop problem constructions that reflect a concern for others. In turn, the degree to which problem constructions reflect self-enhancement goals over self-transcendence goals will be positively related to the destructiveness of resultant problem solutions
Literature Review
How is this organized?
What are the main themes found in the review? Who are the main authors used?
The literature review is organized in sections preceding the individual hypotheses presented in the study. The review is used to support the reasoning of the hypotheses. There are four hypotheses in the study. The presented in hypothesis 1 deals with the direct relationship between charismatic leaders and the ethical climate in the workplace. This hypothesis is based off the works of Howell and Avolio. In hypothesis 2, the theme is centered on the ethical climate and OCB. The researchers in this study based this hypothesis on the works of Barnard (1933), Katz (1964), Organ, Podsakoff, MacKenzie, Moorman, Fetter, Paine and Bachrach.
The literature review that was used to support hypotheses 3 and 4 focused on charismatic leadership and OCB. Researchers use some of the same researchers in hypothesis two, Podsakoff et al. 2000, and Babcick-Roberson & Strickland, 2010.
The literature review precedes the presentation of the hypothesis. The theme of the review is an exploration of previous research on ethical development, ethics programs and models. Researchers used in the literature review of Kaptein, Trevino and Weaver to explain ethics programs and models. Works of Freeman, Donaldson, Preston, Jones, Wick and Mitchell is also used to present the usefulness for developing a framework for organizational
ethics.
The literature review is organized in sections preceding the individual hypotheses presented in the study. The review is used to support the reasoning of the hypotheses. There are two hypotheses in the study. Hypothesis 1 is a two part hypothesis. The theme of the literature review is
Sample Population(s)
What group(s) is/are being studied?
Face to face surveys.
600 participants (61% men;52% over the age of 30; and 52% have a university degree). 44% were middle managers with 1-5 years of work experience. The population surveyed were solely from Turkey
Researchers utilized a self-administered survey. The sample populations comprised adult working online college students. It was a random selection with a sample size of 30 students. 43% males, 17% were ages 18-27, 67% were ages 28-43 and 17% were ages 41-61. 45% worked full-time and 5% were part-time/temporary contractors. The work experience of the participants was measured in five-year increments; 48% with 0-5 years of wxperiencce, 19% with 6-10 years of experience, 19% with 11-15 years of experience and 14% with 16+ years of experience. There was a response rate of 70%.
Participants Data were collected from 160 undergraduate students (107 females, 53 males), resulting in 80 participants each in the problem-construction and no problem-construction conditions. The average age of participants was 22.30 years (SD = 4.27), and year in college was fairly evenly distributed: 55 firstyear, 38 second-year, 32 third-year, 20 fourth-year, and 15 fifth-year or higher. Approximately half of the participants (53%) had at least 1 year of managerial experience.
Limitations
What are the limitations of the study? Why can it only encompass so much?
1. Evaluated only charismatic leadership as opposed to servant, spiritual or authentic
2. Focused only on the links between charismatic leadership, ethical climate and OCB. Outcomes like employee satisfaction, commitment and operational performance performance
3. The data was specific to the Turkish population. Other countries should have been included to give a global picture of relationships.
The sample size is a convenience sample which effects the validity. The outcome of the study cannot be generalized to other companies or cultures. The researchers suggest that ethical behavior is not one-dimensional. Other behavioral and relationship factors were not tested. There is room for more in-depth research. One limitation of this study is that only individual differences (mainly values and beliefs) of participants placed in leadership situations were considered. Future research needs to explore how values and beliefs combine or interact with environmental variables and how a leader’s beliefs and values influence the behaviors of one’s followers. more in-depth analysis of the relationship among needs, beliefs, and values and their influence on destructive leadership and ethical behavior in general.
Results/ Conclusions
What did the author find through the study? Was the original question answered?
The use of regression analysis was used to investigate the hypotheses. The findings of the research showed positive relationships among charismatic leadership, ethical climate, and OCB. Ethical climate was found to be a weak mediator in the relationship between charismatic leadership and OCB. However, ethical climate mediated the relationship between the OCB. Hypotheses one and four were partially supported through the research, but hypotheses 2 two and three were supported through the work of the researchers.
The use of regression analysis and normality testing was used to investigate the hypotheses. The researchers conclude that there is a relationship between leadership ethical values and ethical behavior. The research demonstrates followers are both observant and critical of the behavior of organizational leaders.
Descriptive statistics and intercorrelations for all study variables were utilized and identified. The results of this study expand on the model of ethical leadership proposed by Brown and Trevino (2006) by demonstrating that personal values have a direct and potentially indirect influence on ethical behavior. Study provided some support for that argument by demonstrating that certain value systems are related to destructive behavior. In addition, by demonstrated that individuals will tend to construct problems in a manner consistent with their values, results of this study also suggested that even if leaders with self enhancement values are in place, it may be possible to reduce their threat by attempting to guide their problem-construction activities when they are faced with a problem containing ethical content.