Exploring the Relationship of Ethical Leadership with Job Satisfaction, Organizational Commitment, and Organizational Citizenship Behavior

The impact of ethics on recent leadership practices has assumed a prominent role in both practical and theoretical discussions of organizational leadership successes and failures. A leader\u27s ability to affect followers\u27 attitudes and behaviors is important in this pursuit because it can result in greater job performance (Tanner, Brugger, Van Schie, & Lebherz, 2010). Ethical leadership may provide an effective approach for fostering positive employee outlooks and actions. Employees respond positively to the ethical leader\u27s principled leadership, altruism, empowerment, and reward systems, suggesting that improved employee attitudes and work-related behaviors may follow (Brown & Trevino, 2006). Three established measures of attitudes and behaviors are employee job satisfaction, organizational commitment, and organizational citizenship behavior. The following research study examined the potential of ethical leadership to foster higher levels of these outcomes and found that employees led by highly ethical leaders reported greater job satisfaction and organizational commitment than did employees led by less ethical leaders. No significant difference was reported among employees regarding the impact of ethical leadership on their level of organizational citizenship behavior. These findings suggest both theoretical and practitioner level insights

Research and Applications of the Processes of Performance Appraisal: A Bibliography of Recent Literature, 1981-1989

[Excerpt] There have been several recent reviews of different subtopics within the general performance appraisal literature. The reader of these reviews will find, however, that the accompanying citations may be of limited utility for one or more reasons. For example, the reference sections of these reviews are usually composed of citations which support a specific theory or practical approach to the evaluation of human performance. Consequently, the citation lists for these reviews are, as they must be, highly selective and do not include works that may have only a peripheral relationship to a given reviewer\u27s target concerns. Another problem is that the citations are out of date. That is, review articles frequently contain many citations that are fifteen or more years old. The generation of new studies and knowledge in this field occurs very rapidly. This creates a need for additional reference information solely devoted to identifying the wealth of new research, ideas, and writing that is changing the field

The lab management practices of “Research Exemplars” that foster research rigor and regulatory compliance: A qualitative study of successful principal investigators

IntroductionConducting rigorous scientific inquiry within the bounds of research regulation and acceptable practice requires a principal investigator to lead and manage research processes and personnel. This study explores the practices used by investigators nominated as exemplars of research excellence and integrity to produce rigorous, reproducible research and comply with research regulations.MethodsUsing a qualitative research design, we interviewed 52 principal investigators working in the United States at top research universities and the National Institutes of Health Intramural Research Program. We solicited nominations of researchers meeting two criteria: (1) they are federally-funded researchers doing high-quality, high-impact research, and (2) have reputations for professionalism and integrity. Each investigator received an initial nomination addressing both criteria and at least one additional endorsement corroborating criteria 2. A panel of researchers and our research team reviewed the nominations to select finalists who were invited to participate. The cohort of "Research Exemplars" includes highly accomplished researchers in diverse scientific disciplines. The semi-structured interview questions asked them to describe the routine practices they employ to foster rigor and regulatory compliance. We used inductive thematic analysis to identify common practices.ResultsThe exemplars identified a core set of 8 practices and provided strategies for employing them. The practices included holding regular team meetings, encouraging shared ownership, providing supervision, ensuring adequate training, fostering positive attitudes about compliance, scrutinizing data and findings, and following standard operating procedures. Above all, the use of these practices aim to create a psychologically safe work environment in which lab members openly collaborate to scrutinize their work and share in accountability for rigorous, compliant research.ConclusionsResearchers typically receive limited systematic training in how to lead and manage their research teams. Training and education for principal investigators should include essential leadership and management practices and strategies that support doing high-quality research with integrity

A COMPARISON OF LEADERSHIP TRAITS ACROSS COUNTRIES: TAIWAN AND UNITED STATES

With the rise of new technologies, geographical and political boundaries between companies are disappearing. Managers within multinational organizations are faced with the challenge of adapting to new paradigms of leadership while leading employees who may share different backgrounds. With businesses becoming more globalized, it is important to know and understand how to lead and interact with people from other cultures. The purpose of the study is to explore and describe similarities or differences with managers from the United States and managers from Taiwan in relation to the 29 leadership traits overall as well as at individual management levels. As a result, this study also offers practical recommendations for managers of all levels and backgrounds to grow their international business opportunities through deeper knowledge of themselves and their international business partners

Purposes, Uses, and Practices of Leadership Assessment in Education

Explores recent research literature dealing with personnel evaluations, professional learning, accountability, and the relation of leadership to learning, in order to clarify how leadership assessment practices impact student achievement

What Determines Leadership Style?

This project examines selected traits valued in friends by educated individuals, and it seeks to determine if these valued traits vary by gender, race, and generational cohort. A literature review reveals that variations in leadership attributes are evident among these traits. In order to test the broad applicability of this literature, data were taken from the General Social Survey (GSS). The key analyses center on correlations between gender, race, and cohort, on the one hand, and the selected valued traits identified with effective leadership on the other. In some cases, the literature yields weak hypotheses, and in other cases the research is solely exploratory. According to leadership expert Peter Northouse, the personal traits of intelligence, integrity, and sociability are closely tied to effective leadership. This project examines the influence of gender, race, and cohort on how much these traits are valued. The findings of this project have potential usefulness for organizations to better understand how these three leadership traits are associated with gender, race, and age—perhaps ultimately influencing how organizations train and view their managers

Components of Ethical Leadership and Their Importance in Sustaining Organizations Over the Long Term

This article identifies components of ethical leadership and then aligns them with the style of leadership that includes them. The importance of such an article comes at a time when ethical practices or lack thereof seems to be increasingly prevalent in many organizations’ execution of their business practices. These organizations quite often have an ethics statement outlining required behavior of employees and tout their commitment to employees, society, and the customer, yet we continue to see major infractions of these codes of ethics. All this comes at a high financial cost to organizations. In order to avoid such fines, and damage to brand equity we propose ethical components which must permeate the organization to ensure appropriate behavior which neither breaks legal requirements, disengages the employee, or alienates the customer

Employees\u27 Perceptions of Managerial Transformational Leadership Behaviors and Effectiveness Among Information Technology Managers

The selection of effective leaders is critical to improving organizations\u27 performance in the current dynamic global business landscape; however, the inadequacy of leadership selection criteria in many organizations had led to an increase in the rate of chief executive officers\u27 dismissals within the last 3 decades in the United States. The purpose of this correlational study was to examine the relationship between employees\u27 assessments of their managers\u27 transformational leadership behaviors and employees\u27 perceptions of managerial leadership effectiveness for improved leadership selection. Bass\u27 transformational leadership theory and Herzberg\u27s motivation-hygiene theory guided the study with data gathered, using an online survey, from randomly selected information technology professionals employed at telecommunication service companies located in the State of New Jersey (n = 190). Data analysis using a multiple linear regressions indicated a statistically significant relationship between managers\u27 transformational leadership behaviors and employees\u27 perceptions of managerial leadership effectiveness, F(5, 184) = 237.578, p \u3c .0005, and R2 = 0.866. The final model indicated that each of the 5 predictors examined that represented managers\u27 transformational leadership behaviors were statistically significant in predicting employees\u27 perceptions of managerial leadership effectiveness. The results of this study may have implications for social change by providing information for business executives to improve leadership selection criteria. Adopting the findings from this study might increase effective leaders who proactively align organization\u27s vision with societal expectations, thus improving an organization\u27s public perceptions and financial outlook