Impact of ethical leadership on subordinates' work behaviour?
By: Khuntia, Rooplekha.
Contributor(s): Suar, Damodar.
Material type:
ArticlePublisher: 2003Description: p.284-93.Subject(s): Leadership
In:
ProductivitySummary: The study examines whether ethical leadership at the top influences the middle-level managers' unethical practices and work behaviour. The sample comprised 340 middle-level managers from two private and two public sector manufacturing organizations who assessed their superior on ethical leadership. Irrespective of the nature of the firm and the age of the managers, the presence of an ethical leader at the top inhibited the middle-level managers' unethical practice such as manipulation and cheating. Also, an ethical superior enhanced subordinates' job performance, job involvement, affective commitment, intrinsic job satisfaction, extrinsic job satisfaction and ability to take the initiative. By and large, ethic al leaders at the top inhibited unethical practices and facilitated the work behaviour of subordinates. - Reproduced.
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Articles
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Indian Institute of Public Administration | Volume no: 44, Issue no: 2 | Available | AR60124 |
The study examines whether ethical leadership at the top influences the middle-level managers' unethical practices and work behaviour. The sample comprised 340 middle-level managers from two private and two public sector manufacturing organizations who assessed their superior on ethical leadership. Irrespective of the nature of the firm and the age of the managers, the presence of an ethical leader at the top inhibited the middle-level managers' unethical practice such as manipulation and cheating. Also, an ethical superior enhanced subordinates' job performance, job involvement, affective commitment, intrinsic job satisfaction, extrinsic job satisfaction and ability to take the initiative. By and large, ethic al leaders at the top inhibited unethical practices and facilitated the work behaviour of subordinates. - Reproduced.
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