Abstract - Copy - Copy - read this amizing documentAcceleration is the rate at which the velocity of PDF

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read this amizing documentAcceleration is the rate at which the velocity of an object changes over time.An object’s acceleration is the result of the sum of all the forces acting on the object, as described by Newton’s second law.
The objectives of this experiment are as follows
 To det...

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Abstract The effectiveness of ethical leadership has been extensively investigated. However, compared to the outcomes of ethical leadership, we still lack enough knowledge about the mechanisms underlying ethical leadership and its outcomes. Drawing from social information processing theory, this paper explores an emotional explanation for the effectiveness of ethical leadership. Adopting a time-lagged research design with responses from 64 leaders and 289 followers, the present research found that ethical leadership invokes followers’ other-praising emotions and eventually enhances their moral actions. Further, leader core self-evaluation contributes to the positive effects of ethical leadership on followers’ other-praising moral emotions and subsequent moral actions. Theoretical and practical implementations of these observations were discussed. Keywords: ethical leadership, other-praising moral emotions, core self-evaluation, reporting unethical issues, unethical behavior

Introduction As ethical scandals are cropping up more frequently in recent times and in view of its unique effectiveness in modeling behavioral ethicality, ethical leadership is receiving greater research attention (Brown and Treviño, 2006; Demirtas and Akdogan, 2015). Characterized as a leadership demonstrating and promoting of “normatively appropriate conduct through personal actions and interpersonal relations” (Brown et al., 2005, p. 120), ethical leadership has been reported to have positive effects on a range of follower outcomes including task performance (Bouckenooghe et al., 2015), perceived leader effectiveness (Brown et al., 2005), organizational citizenship behavior (Piccolo et al., 2010), work place deviance (Resick et al., 2013), ethical behaviors (Mayer et al., 2009), and prosocial behaviors (Kalshoven et al., 2013). However, in spite of such empirical support, several researchers (Brown and Treviño, 2006; Bouckenooghe et al., 2015) have noted that our understanding of ethical leadership and its impacts on follower actions need to be improved due to the following reasons. First, in comparison to the numerous outcomes of ethical leadership, little is known about the mechanisms through which ethical leaders trigger followers’ moral actions. Although the relationship between ethical leadership and follower ethical/unethical behaviors has been investigated (Mayer et al., 2009), we still lack enough research regarding why followers can translate their leaders’ ethical behaviors into their own moral actions, which is an equally essential part to understand ethical leadership effectiveness (van Knippenberg et al., 2004; Dinh et al., 2014). Thus,without investigating the mechanisms that drive the influence of ethical leadership on follower moral actions, we would not reach a comprehensive understanding about the effectiveness of ethical leadership.

Second, several scholars (Brown and Treviño, 2006; Chen and Hou , 2016; Zhang and Tu, 2016) have stressed

the need to explore the boundary conditions of ethical leadership effectiveness. However, with few exceptions that had focused on follower characteristics such as self-esteem (Avey et al., 2011) or team climate (Chen and Hou, 2016), what mitigates or strengthens ethical leadership’s influence has remained undiscovered. Especially, little is known about whether and how the effectiveness of ethical leadership varies across different leader characteristics. Since paucity of information on the boundary conditions will limit the theoretical development and practical implications of ethical leadership (Brown and Treviño, 2006; Chen and Hou, 2016), it is necessary to examine such conditions to fully understand ethical leadership at the workplace.

The present research aims to address the gaps mentioned above. First, we rely on social information processing theory (SIP, Salancik and Pfeffer, 1978) to examine a moral emotional linkage between ethical leadership and follower moral actions. The emotional mechanism has been widely considered to be necessary to understand leader behaviors and to predict employee behaviors (Dasborough and Ashkanasy, 2002; Sadri et al., 2011). As in the moral domain, emotions consciously and unconsciously affect employees’ ethical behavior and ethical decision making (Greene and Haidt, 2002; Arsenio and Lemerise, 2004; Salvador and Folger, 2009; Harvey et al., 2016). However, research on ethical leadership has so far paid more attention to cognitive mechanisms such as (cognitive) trust (Xu et al., 2016), perceived accountability (Steinbauer et al., 2014) and perceived organizational politics (Kacmar et al., 2013), while research on leadership and business ethics has not done so with regard to the role that emotions play in employees’ reactions to ethical leadership (Brown and Mitchell, 2010). Although scholars have emphasized the vital role of moral emotions in translating moral standards into moral actions (see a review of Tangney et al., 2007; Lindebaum et al., 2017), few studies, as far as we know, have empirically examined this relationship.

Leadership and Ethics The underlying principles of ethical leadership are: integrity, honesty, fairness, justice, responsibility, accountability, and empathy. Ethical leaders strive to honor and respect others in the organization and seek to empower others to achieve success by focusing on right action.

Ethics and leadership are linked by power in the context of an organization. Ethics requires power, in that the individual must have the power to act. Leadership requires power, the power given by those led. The decisions made by an individual on how they use power determine both their ethical and leadership qualities.30 One characteristic of ethical leadership is to influence others. Management expert John Maxwell characterizes leadership this way: “A leader is one who knows the way, goes the way, and shows the way.” Ethical leadership can promote employee engagement, increase productivity and enhance brand reputation. Organizations that engage in ethical behavior can attract customer loyalty by staying true to their mission statements and organizational values.

The ethical leader understands that positive relationships built on respect, openness, and trust are critical to creating an ethical organization environment. The underlying principles of ethical leadership are: integrity, honesty, fairness, justice, responsibility, accountability, and empathy. Covey addresses a principle-centered leadership approach to one’s personal life and organization development. He emphasizes that principle-centered leadership occurs when one’s internal values form the basis of external actions. Principle-based leaders influence the ethical actions of those in the organization by transforming their own behavior first. Covey encourages principle-centered leaders to build greater, more trusting and communicative relationships with others workplace. Ethical leaders strive to honor and respect others in the organization and seek to empower others to achieve success by focusing on right action. An ethical organization is a community of people working together in an environment of mutual respect, where they grow personally, feel fulfilled, contribute to a common good, and share in the internal rewards, such as the achievement of a level of excellence common to a practice as well as the rewards of a job well done. By emphasizing community and internal rewards, ethical leaders commit to following a virtue-oriented approach to decision making based on a foundation of values-based leadership. Leaders lead by example. They set an ethical tone at the top. They lead with an attitude of “Do what I say as well as what I do.” Ethical leadership can be evaluated through a leader’s vision: Visions are not simple goals, but rather ways of seeing the future that implicitly or explicitly entail some notion of the good. The Ethics and Compliance Initiative (ECI) points out that research has consistently shown that:   

Ethical leadership is a critical factor driving down ethics and compliance risk; Leaders have a 'rosier' view of the state of workplace integrity, and often have more positive beliefs than employees further down the chain of command; and The quality of the relationship between supervisors and employees goes a long way in

The ethical leadership scale helps to measure the elusive concept of leadership. It includes several behavioral characteristics of ethical leaders:     

Talk about the importance of workplace integrity and doing the right thing Set a good example Do not blame others when things go wrong Support employees' efforts to do the right thing Hold themselves and others accountable for violating the organization's code of conduct

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Give positive feedback for acting with integrity Keep their promises and commitments.

Organizations suffer when leadership does not set an ethical tone at the top. The employees may be ethical but acting ethically requires an ethical leader who supports such behavior, not a leader blinded by ambition or greed as occurred in so many of the financial failures of the early 2000s. Lawton and Paez developed a framework for ethical leadership built on three interlocking questions: First, who are leaders and what are their characteristics? Second, how do ethical leaders do what they do? Third, why do leaders do as they do and what are the outcomes of ethical leadership? The authors suggest that the three factors will not necessarily form discrete areas of ethics. For example, auditors need to be virtuous and exhibit the characteristics of honesty, integrity, objectivity, and professional skepticism. These traits are also essential in auditors’ relations with clients because they enable professional judgment and ethical decision making in client relationships. They also facilitate the kind of probing audits and targeted inquiries of management that should be conducted selflessly and in the public interest, not that of the client or even self-interest. Organizations suffer when leadership does not set an ethical tone at the top. The employees may be ethical but acting ethically requires an ethical leader who supports such behavior, not a leader blinded by ambition or greed as occurred in so many of the financial failures of the early 2000s.

The Importance of Ethical Leadership in an Organization Professionals in leadership positions should commit to the high ethical standards outlined in the company’s mission statement. The mission statement should clearly establish the company’s vision to affirm its culture and relay to consumers its ethical philosophy. Effective leaders model a commitment to ethics in their personal conduct as well as work to ensure that management and employees come together to fulfill the company’s vision. An organization's mission statement lays the foundation for how leaders should conduct business. These guiding principles can help establish behavioral tactics on how to engage employees. One behavioral tactic is the practice of self-awareness — the act of observing one’s behavior to eliminate negative actions. Business leaders can use this tactic to identify negative behavioral traits that go against organizational values and impede employee engagement and performance. Employees expect those in leadership positions to epitomize organizational values and base their own conduct on the actions of their leaders. Although not exhaustive, these principles provide a foundation for the development of sound ethical leadership: respect, service, justice, honesty, and community. Philosopher Immanuel Kant (1724-1804) argued that it is our duty to treat others with respect. Based on interviews with senior executives and corporate ethics officers, this article reveals that a reputation for executive ethical leadership rests on two essential pillars: the executive's visibility as a moral person (based upon perceived traits, behaviors, and decision-making processes) and visibility as a moral

What is ethical leadership? Ethical leadership is defined as “leadership demonstrating and promoting ‘normatively appropriate conduct through personal actions and interpersonal relations’.” When you boil it down, this really means that ethical leadership is defined as putting people into management and leadership positions who will promote and be an example of appropriate, ethical conduct in their actions and relationships in the workplace.

In the business world today, ethics are an increasingly important element and point of discussion. So leadership with ethics is very important to understand, to develop, and to recognize in the business world. If you want to become a business leader, learning about ethical leadership is crucial to help you get there. It's your responsibility to model moral behavior in the workplace when you're in a position of power in an organization. Integrity, moral behavior, and ethics are key to being a great leader. Learn about the value of ethical leadership, how to become an ethical leader, and see examples of leadership with ethics around us in the business world today.

The importance of ethical leadership. Leadership that is ethical is important for a variety of reasons, for customers, employees, and the company as a whole. Leadership skills are crucial to help create a positive ethical culture in a company. Leaders can help investors feel that the organization is a good, trustworthy one. Customers are more likely to feel loyal when they see leaders in place in an organization. Good press is likely to come when there are ethical leaders in an organization. Partners and vendors will similarly feel they can trust and work well with an organization when they see leadership that is ethical displayed. In the short-term, ethical leaders can help boost employee morale and help them feel excited about their management and their work. It can increase positivity and collaboration in your organization and make everyone feel happier to be at work. In the long-term, ethical leadership can prevent company scandals, ethical dilemmas, and ethical issues. It can also help organizations gain more partnerships and customers, which can lead to more money at the end of the day. Loyal employees are also a crucial element of long-term success for a business. At the end of the day, Leadership with ethics and ethical principles have major short-term and long-term benefits for organizations and individuals alike.

The traits of ethical leaders There isn’t just one correct way to lead ethically. However, there are some basic elements that are fairly consistent among ethical leaders. Behaving in an ethical manner takes consideration and thought. Developing these traits will help you start on the journey to become an ethical leader. 

Leads by example. Ethical leaders should have the same expectations for themselves as for those that work for them. Ethical leaders help their employees with daily tasks, so they have an in-depth understanding of what the other workers do and the challenges that can come with their work. These leaders are then able to guide employees as they do their daily tasks. Ethical leaders also show how to be ethical and moral in their own work, which is a crucial example to other employees. When employees see that their leaders are constantly making decisions with integrity and honesty in mind, they are also willing to make those ethical considerations in their work.

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Willing to evolve. Good leaders need to be able to evolve and adapt to the changes that are sure to come in the business world. As businesses expands, get bought out, merge, and more, adaptability is key for success. Good organizational leaders are willing to take the changes that are coming and meet them head on. This helps encourage employees to be adaptable and evolve with changes as well. Whatever comes for a business, leaders can help steer the ship in a positive and ethical way.

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Respects everyone equally. Respect is a vital element of ethical responsibility. Leaders that are ethical will respect everyone, from their superiors to their employees, equally. Not showing respect to the people around you can quickly create a negative or hostile work environment. It’s a sure way to lose trust and create issues inside your organization. Not showing the same level of respect can make people think they’re being treated unfairly, and can cause even more problems in the workplace.

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Communicates openly. Leaders who have ethics need to excel at communication to make sure their organization is a place of trust and honesty. Without communication, issues can go undetected for a long time. This can create hostility and distrust in your organization. Leaders who have ethical behavior focus on having good communication that is honest and open with every single person in their organization.

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Manages stress effectively. Leaders and managers are faced with stressful situations every day, both in their work life and their personal life. It’s not acceptable to take out your personal or even your professional stress on your workers. This is taking advantage of a power dynamic and can create anger, frustration, or fear in your employees. Leaders who have ethics know how to handle their stress in a productive and positive way. Regular outbursts aren’t acceptable and will make your other workers feel stressed as well. Good leaders who practice ethical behavior find ways to deal with their stress, and encourage their employees to improve if needed, in positive, helpful ways.

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Mediates fairly. A moral leader is an expert in solving problems in a way that is fair to everyone involved. They consider all the opinions and people involved in order to be fair and impartial. Good organizational leaders are compassionate and kind when helping solve problems and issues. They want to make sure everyone can continue to work together well after the disputes are resolved, and are focused on positive interactions moving forward. Employees will trust leaders who practice ethics who they know will listen and care about

10 Ethical Characteristics Ethical leaders always know how to do the right thing. It may be difficult to define exactly what “right” is, but a leader who is ethical is not afraid to do what they truly believe to be right – even if it is unpopular, unprofitable, or inconvenient. Here are 10 ethical leadership characteristics: 1. Justice An ethical leader is always fair and just. They have no favorites, and treat everyone equally. Under an ethical leader, no employee has any reason to fear biased treatment on the basis of gender, ethnicity, nationality, or any other factor. 2. Respect others

One of the most important traits of ethical leadership is the respect that is given to followers. An ethical leader shows respect all members of the team by listening to them attentively, valuing their contributions, being compassionate, and being generous while considering opposing viewpoints. 3. Honesty It goes without saying that anyone who is ethical will also be honest and loyal. Honesty is particularly important to be an effective ethical leader, because followers trust honest and dependable leaders. Ethical leaders convey facts transparently, no matter how unpopular they may be. 4. Humane Being humane is one of the most revealing traits of a leader who is ethical and moral. Ethical leaders place importance in being kind, and act in a manner that is always beneficial to the team. 5. Focus on teambuilding Ethical leaders foster a sense of community and team spirit within the organization. When an ethical leader strives to achieve goals, it is not just personal goals that they’re concerned about. They make genuine efforts to achieve goals that benefit the entire organization – not just themselves. 6. Value driven decision-making In ethical leadership, all decisions are first checked to ensure that they are in accordance with the overall organizational values. Only those decisions that meet this criterion are implemented. 7. Encourages initi...