000			01685pab a2200169 454500
008			180718b2013 xxu||||| |||| 00| 0 eng d
100			_aCaillier, James Gerard
245			_aDo employees feel comfortable blowing the whistle when their supervisors practice transformational leadership?
260			_c2013
300			_ap.1020-1028.
362			_aOct-Dec
520			_aAlthough public organization literature is replete with studies examining whistleblowing, scholars have generally neglected the connection between leadership styles and whistleblowing. Furthermore, no study was found that examined the relationship between whistleblowing and the most often studied leadership style, transformational leadership. This article fills this void in the literature by examining the relationship between transformational leadership and whistleblowing in government agencies. After controlling for employee commitment and several power-dependency factors, the results revealed that employees were more comfortable blowing the whistle when they perceived organizational leaders and managers were practicing transformational leadership than when they perceived they were not. In fact, transformational leadership was the most important predictor. Employees were also most comfortable when they exhibited high levels of commitment and job satisfaction. On the other hand, minority employees were less at ease reporting wrong-doing to their supervisors than Caucasian employees. The implications of these results are thoroughly discussed in the article. - Reproduced.
650			_aLeadership
773			_aInternational Journal of Public Administration
908			_aN
909			_a102550
999			_c102548 _d102548