ethical leadership

  This study was conducted to investigate the effect of ethical leadership, organizational culture and psychological capital in employee retention, job involvement and job stress with the mediating role of organizational citizenship behavior on the junior and secondary school teachers in Ardabil. This study is an applied research in term of purpose and descriptive research in term of data collection, and has been analyzed using structural equation modeling. The statistical population of the study consisted of all junior and secondary school teachers in Ardabil in the academic year 2020-2021. From this number, 290 people were selected using a multi-stage random sampling method and questionnaires were distributed among them. Data for this study were obtained using Brown et al.'s ethical leadership questionnaire, Denison's Organizational Culture questionnaire, Luthans's Psychological Capital questionnaire, Utrecht's job involvement questionnaire, Parker & DeCotiis's Job Stress questionnaire, Oregon and Kanowski's Organizational Citizenship behavior questionnaire and researcher made questionnaire for employee retention. The results showed that the proposed model has a relatively good fit in all fitness indicators. As well as, ethical leadership, organizational culture and psychological capital have an effect on employee retention, job involvement and job stress and the relationship between organizational citizenship behavior and employee retention, job engagement and job stress is significant and also organizational citizenship behavior mediates the impact of ethical leadership, organizational culture, and psychological capital on employee retention, job involvement and job stress. Accordingly, it can be concluded that the presence of ethical leadership along with attention to organizational culture and psychological capital are among the factors that make employees more involved in their jobs, lead to citizenship behavior on their part and reduce job stress among them.

The purpose of this study was to investigate the relationship between ethical leadership and organizational identification with unethical pro-organizational behavior mediated by organizational commitment. Unethical pro-organizational behavior refers to “actions that are intended to promote the effective functioning of the organization or its members, and violate core societal values, morales, laws, or standards of proper conduct”. This definition highlights two dimensions of Unethical pro-organizational behavior. First, UPOB is unethical in that it involves committing an action that goes against widely societal values, laws, or norms. Second, UPOB is intentional insofar as employees engage in the UPOB intending to benefit the organization, members of the organization, or their leader.

The present study was a descriptive correlational study. The population of the present study included all the employees of Shahid Chamran University of Ahvaz, from which 133 persons were selected by stratified random sampling method as the sample of the study. The data collection instruments were the ethical leadership (Brown et al.), organizational identification (Mael & Ashforth), unethical pro-organizational behavior (Umphress et al.), and organizational commitment (Allen & Meyer) questionnaires. Data were analyzed using structural equation modeling (SEM) in SPSS-23 and AMOS-23 softwares.

Structural equation modeling analysis confirmed the fitness of the proposed model. The results showed that ethical leadership and organizational identity have  positive and significant effects on unethical pro-organizational behavior (p<0.01). Also, the mediating role of organizational commitment in the relationships of ethical leadership and organizational identity with unethical pro-organizational behavior were confirmed (p<0.01).

In general, the results showed that when an organization has ethical leadership and employees have a high involvement with their work and work environment, in such circumstances, they will have more organizational commitment and will seek compensation according to social exchange theory. So,  probably they will have more unethical pro-organizational behavior To benefit their organization.

Ethical behaviors as regulators of human relations are able to determine the ethical performance of employees and create an ethical organization which can also make the organization successful. In this regard, leaders at different levels of organizations play an important role in the development and maintenance of ethical culture and ethical behavior of members of the organization. Therefore, the purpose of this study was to investigate the relationship of ethical leadership with employees’ ethical behavior of Guilan tax affairs administrations with regard to the mediating role of perceived organizational virtuousness and the moderating role of person-job fit.

This study is an applied type in terms of purpose and according to the approach, it is a descriptive and correlational study. The study statistical population consisted of Guilan tax affairs administrations’ staff in Rasht, Lahijan, and Anzali as selected clusters, and 285 of them were selected as the sample by a simple random sampling method. In order to collect the data, the standard questionnaires of ethical leadership of Brown, Treviño, & Harrison (2005), ethical behavior of Lu & Lin (2013), perceived organizational virtuousness of Cameron,Bright, &Caza(2004), and person-job fit of Saks &Ashforth (1997) were used. Data analysis was performed using hierarchical regression analysis and Spss24 software.

The results showed that ethical leadership affects the ethical behavior of employees directly and indirectly through the mediating variable of perceived organizational virtuousness. However, it was found that the person-job fit does not play a moderating role in the relationship between perceived organizational virtuousness and employee ethical behavior.

Therefore, the leader of an organization as an ethical pattern of the organization can be effective in encouraging the ethical behavior of employees, and naturally, their ethics also contribute to the development of organizational virtuousness and employees’ ethical behavior.

The purpose of this study was to investigate the relationship between ethical leadership, organizational identification and workplace spirituality with unethical pro-organizational behavior mediated by job satisfaction. The present study was a correlational study. The population of the present study included all the staff of Shahid Chamran University of Ahvaz, from which 133 people were selected by stratified random sampling as a sample of the present study. The data collection instruments were Ethical Leadership Questionnaire, Brown et al. (2005), organizational identification Questionnaire, Mael & Ashforth (1992), workplace spirituality Questionnaire Milliman et al. (2003), unethical pro-organizational behavior Questionnaire Umphress et al. (2010), and Job Satisfaction Questionnaire Barry Fieldworth (1951). Data were analyzed using structural equation modeling (SEM) in SPSS version 23 and AMOS 23 software programs. Structural SEM confirmed the proposed model’s fitness. The results indicated a direct and indirect relationship of ethical leadership, organizational identification, and workplace spirituality through job satisfaction on unethical pro-organizational behavior.

The aim of this study was the role of the tendency to teachers' organizational bureaucracy and the moral leadership of principals in school organizational health (structural equation modeling).The research method was descriptive-correlational and the statistical population was the primary school teachers of Mako city, 245 of whom were selected by stratified random sampling.Hall's organizational bureaucracy (1961), the ethical leadership of principals Brown et al. (2005) and the organizational health of Hui and Fieldman (1996) schools were used to collect data.In this study, SPSS23 and Amos23 software were used to analyze the data and explain the model as well as the construct validity of the questionnaires.The reliability coefficient of the questionnaires was calculated using Cronbach's alpha equal to 0.75, 0.86 and 0.88, respectively.Findings showed that there is a high correlation between variables and their components and organizational bureaucracy and ethical leadership have the ability to predict the organizational health of schools (P <0.001).The structural equation model also supported the direct impact of organizational bureaucracy and ethical leadership of principals on the organizational health of schools with impact coefficients of 0.49 and 0.96, respectively.

The purpose of this study was to present a model of predicting ethical leadership based on normative and individual variables.

The research method was applied in terms of purpose; It is exploratory in terms of mixed data type and descriptive-correlation in data collection time. The qualitative part of the study's statistical population consisted of academic experts and senior managers of Islamic Azad University who were selected by purposeful sampling and the saturation principle of 20 individuals as sample size. The second group consisted of all full-time faculty members of Islamic Azad University of Tehran province. Five hundred seventy-six individuals were selected by a random cluster sampling method. In this study, data collection was done by library method, semi-structured interview, and researcher-made questionnaire, which confirmed the validity of the interview. In this study, qualitative and quantitative parts were used for data analysis.

The findings showed that the components of value, job satisfaction, motivation, personality, creativity, individual components and organizational communication, organizational culture, organizational structure, decision-making styles, roles and expectations, goals, and strategies, As normative components.

A model was developed that also addressed the components, mechanisms, contexts, and barriers of ethical leadership.

This study aimed to investigate the relationship between ethical leadership and responsibility and accountability with emphasis on the ethical atmosphere.

The present study is applied in terms of purpose and descriptive and correlational in terms of data collection. The statistical population of this study included all staffs of Urmia University that 217 people were selected by simple random sampling. A standard questionnaire was used to collect data. Data were analyzed by structural equation modeling.

The results of statistical analysis showed that ethical leadership has a direct and positive effect on social responsibility, individual accountability, and ethical atmosphere. The ethical atmosphere also has a direct and positive effect on social responsibility and individual accountability. At the same time, ethical leadership mediated by the ethical atmosphere has an indirect and positive effect on social responsibility and individual accountability.

According to the findings, it can be concluded that ethical leadership has the most to do with the ethical atmosphere. Also, by acknowledging the mediating role of the ethical atmosphere, ethical leadership has an indirect, positive, and significant effect on individual accountability and social responsibility.

The purpose of this research is the survey of relation between sustainable ethical leadership competencies and sustainable development outcomes with the mediator role of sustainable ethical leadership functions. The method was descriptive-correlation and the population was head of the faculties of Shiraz University and Shiraz university of Technology and the participants were faculty members of these universities. 334 faculty members were selected through stratified sampling. For collecting the data the researcher-made sustainable ethical leadership scale was used. The construct and content validity is confirmed by case analysis and factor analysis and the reliability by Cronbach's Alpha. In analysis of data, the correlation coefficient and structural equation modeling were used with Amos 23 & SPSS 23. The result showed that the model had goodness-of-fit. The sustainable ethical leadership competencies were the predictors of the functions, it didn't predict the outcomes directly; Sustainable ethical leadership had significant mediator role in that relation.

This study aimed to investigate the relationship betweenethical leadership and knowledge sharing with the mediating role of psychological empowerment of teachers. This is a descriptive, correlational research. The population included all primary school teachers in 1395 academic year in Bijar city amounting to 500 teachers. 217 teachers were selected through stratified proportional sampling as the sample. For data collection, ethical leadership questionnaire, knowledge sharing scale and empowerment scale were used. For data analysis, structural equation modeling of PLS was used. The results showed that ethical leadership directly (β =0.32) is based on and knowledge sharing impact, ethical leadership directly (β = 0.714) affects psychological empowerment, and psychological empowerment directly (β = 0.271) affects knowledge sharing. Also, the impact of ethical leadership on knowledge sharing is indirect by the mediator variable of psychological empowerment (β = 0.37). In other words, it can be said that ethical leadership with the mediating role of psychological empowerment increases knowledge sharing (β = 0.37) among school teachers.

The present study examined the mediating role of psychological capital in the relationship between ethical leadership and organizational silence. In this descriptive, correlational study the statistical population comprised all school principals in Khorramabad in academic year 2015-2016 (N= 364). The sample which was drawn based on Cochran’s formula and stratified sampling method included 187 individuals. LISREL program was used and the obtained data were analyzed through structural equation modeling (SEM). Results indicated that ethical leadership had direct (β = 0.34) and indirect (β = 0.48) effects on organizational silence (total effect = 0.82). In addition, ethical leadership had direct (β = 0.74) and indirect (β = 0.001) effects on psychological capital (total effect = 0.74). Furthermore, psychological capital had direct (β = 0.65) and indirect (β = 0.001) effects on organizational silence (total effect = 0.65). In this relationship, psychological capital has more statistical power when it enters the equation as the mediator. More specifically, ethical leadership (β = 0.74) can reduce organizational silence (β = 0.34) through the mediating role of psychological capital (β = 0.65) among school principals.

The present study tried to design and test a model for precedents and consequences of organizational spirituality in an industrial organization. The sample included 400 employees who were randomly selected. They were asked to fill in 7 questionnaires, including Ethical Leadership Questionnaire, Transformational Leadership Questionnaire, Ethical Climate Questionnaire, Organizational Justice Questionnaire, Organizational Spirituality Questionnaire, Psychological Empowerment Questionnaire, Job Satisfaction Questionnaire, Emotional Commitment Scale, Organizational Citizenship Behavior Scale, Self-Actualization Scale, and The Self-Centered Scale. The assessment of the proposed model was done through Structural Equation Modeling (SEM). The results showed a rather good fitting of the model with the data. The variables such as ethical leadership, transformational leadership, ethical climate, and organizational justice influenced the organizational spirituality. On the other hand, the organizational spirituality had effects on variables such as psychological empowerment, job satisfaction, organizational commitment, organizational citizenship behavior, self-actualization and the organization-based self-esteem. Moreover, through organizational spirituality, the variables including ethical leadership, transformational leadership, ethical climate, and organizational justice indirectly affected the following variables: psychological empowerment, job satisfaction, emotional commitment, organizational citizen behavior, self-actualization, organization-based self-esteem.

The aim of this study was to investigate the relationship of ethical leadership, work happiness and a sense of energy with organizational citizenship behavior. The participants consisted of 254 nurses of Isfahan hospitals that were selected by random cluster sampling method. Instruments included work happiness, ethical leadership, and organizational citizenship behaviors questionnaires. Data were analyzed using Pearson correlation coefficient and multiple regression. The results showed that there is a significant positive relationship of ethical leadership, work happiness and sense of energy with organizational citizenship behaviors. Therefore, creating a happy and energetic climate, as well as happiness at work workshops are recommended.

This research was carried out with the aim of studying the relationship between leadership styles (ethical leadership، supportive leadership and despotic leadership) with systems thinking، creativity، and organizational citizenship behaviors. The statistical society of this research was included the employees of Sepahan Cement Company in Isfahan، among them 258 staff were sampled through convenience sampling method. The research instruments were included some questionnaires such as ethical leadership questionnaire (13 questions and 3 subscales، being fair، roles clarity and separation of powers)، supportive leadership (12 questions)، despotic leadership (6 questions)، systems thinking (8 questions)، and organizational citizenship behaviors questionnaire (8 questions). Data were analyzed by Pearson''s correlation coefficient and multiple regression analysis (stepwise method). The results showed that there is a significant relationship between being ethical and fair، roles clarity، separation of powers (as the three dimensions of ethical leadership) and supportive leadership with systems thinking، and organizational citizenship behaviors. The results of regression analysis showed that in four consecutive steps، supportive leadership، despotic leadership، clarity of roles and separation of powers will predict 22. 9 percent of the variance of systems thinking، and in two consecutive steps supportive leadership and despotic leadership will explain 8. 3 percent of the variance of organizational citizenship behavior. This research revealed that، we can reinforce the system thinking and organizational citizenship behaviors through ethical and supportive leadership.