Ethical Leadership And Unethical Behavior Management Essay

honourable Leadership And Un h unmatchedst Behavior precaution Essay respectable leadinghip, is a form of leaders including attributes much(prenominal) as integrity, thinkworthiness, justness, concern for a nonher(prenominal)s, and behaving honourablely. A more(prenominal) systemic definition divides honourable leaders into two parts example persons and moral managers (Trevio, Hartman, Brown, 2000).For moral persons, it refers to the honorable part of the term estimable lead, suggesting that ethical leaders should be moral persons who atomic number 18 honest, blasphemeworthy, taking good sympathize with and be fair to their followers, having right miens in both personal and lord lives.For moral managers, it refers to the leading part, focusing on more transactional efforts to influence the ethical port of followers (Trevino, Brown Hartman, 2003). As moral managers, ethical leaders communicate with their subordinates about their ethical and values-based forek nowations, delectation reward and penalisation to advertise ethical pay or prevent unethical looks. (Trevio Brown, 2004).As ethical behaviors refer to behaviors that are generally morally acceptable to the large community conversely, we define unethical behaviors as behaviors that are morally inconceivable generally. (Jones, 1991 Trevio, 2006) And in this paper, the ethical (unethical) behaviors refer to the behaviors conducted in companies or presidencys.After delimitate the terms, we base on two theories or processes to explain the kernels of ethical leadership on the unethical litigate behavior, which is consistent with the recent relevant studies about the topic. (Mayer, Aquino,Greenbaum Kuenzi, 2012 Mayer et al., 2009 Brown, Trevio Harrison, 2005 Kirkman, Chen, Farh, Chen Lowe, 2009) fond Learning Theory kindly guideing theory posits that leaders influence their subordinates through with(predicate) the process of aim- border. (Bandura, 1977, 1986) Employees b reak what ought to do and what ought not, by observing the leaders behaviors and the corresponding results. (Trevio Brown, 2004). presumption the virtue and actor in an organization, leaders are generally comprehend as a credible and legitimate role model (Mayer et al., 2012). So by mimicking the behaviors of the ethical leaders, the subordinates would also be more plausibly to do things in a morally desirable way. Apart from direct note on leaders, employees would also pay close attention to behaviors that are rewarded and punish to themselves or others (Brown, 2005), and to do what is rewarded while avoiding what is punished, and thus reduce the unfavorable behaviors. (Trevio Brown, 2004).Ethical leadership steeplights on ethical behaviors. So through support ethically as a valid ethical role models, at the same time, encourage ethical behaviors and discipline unethical ones by place forward proper rewards and punishments, ethical leader can keep back a role on preventin g or reducing the unethical behaviors in the organization. (Mayer et al, 2012). amicable Exchange TheoryThe effect of ethical leadership on the subordinates behavior can also be explained by mixer exchange processes (Blau, 1964 Trevio Brown, 2004 Mayer et al., 2009). Social exchange is based on the average of reciprocity (Gouldner, 1960), which convey that if one society do something beneficial to the other party, the counter party leave behind then assume the obligation to do something good as the reciprocation back to the first party. (Cropanzano Mitchell, 2005).So in the kin of ethical leadership and unethical behavior, ethical leadership defines leaders with characteristics of having fairness, thinkworthiness, integrity etc, if employees regarded themselves as being treated fairly and perceive organizational support create a closer social intercourseship between employer and employee, they are more believably to reciprocate these favorable treatment by being more fas t(a) and supportive to their leaders or organizations, thus hightail its to reduce the harmful behaviors (Bies Moag, 1986 Phillips Elkins ,2000 Trevio Brown, 2004).Besides, it is found that if employees maintain a high-quality relationship with their leader, they are less in all likelihood to engage in retaliation (Liden, Sparrowe, Wayne, 1997). As ethical leaders are comprehend as admirable leaders due to their trustworthiness, integrity and concern and concern for others, they are presumable to create a lordly social exchange relationship with their subordinates. In return, more citizenship behaviors and less unethical conduct result be expected. (Trevio Brown, 2004)So base on the check into of the two processes that ethical leadership confines effect, we propose the first hypothesis.Hypothesis 1 Ethical leadership is negatively related to unethical behavior in organization. mightiness Distance predilection as ModeratorPower surpass is be as the point to which o ne accepts the legitimacy of unequally distributed male monarch in institutions and organizations. (Hofstede, 1980). And in this article, the research is on the individual-level, thus the term power outstrip druthers (Kirkman, Chen, Farh, Chen, Lowe, 2009 Clugston, Ho considerably, Dorfman, 2000) was squeezeed.Recent studies and researches in the cross- heathen management field indicates that cultural value orientations, or individually held cultural values and beliefs, have an eventful role in how employees react to aspects of their work (Kirkman et al., 2009). And compared to other culture dimension, such as individualization-collectivism,uncertainty avoidance and masculinity-femininity etc. (Hofstede, 1980), power hold orientation, in theory, has a more direct relationship to leadership reactions (Kirkman et al., 2009) or the individuals perception and reaction to authority (Lian, Ferris Brown, 2012).And according to the review of the ethical leadership unethical b ehavior relationship, we note that ethical leadership can influence the subordinators unethical behavior through two processes social encyclopaedism and social exchange. Studies suggest that by influencing the two processes, power outer space orientation can act as a facilitator or barriers (Kirkman et al., 2009) to the ethical leadership-unethical behavior relationship.Power Distance Orientation and Social Learning TheoryIn the social learning purview (Bandura, 1973), subordinates behavior testament be influenced by leaders through the modeling process(Trevio Brown, 2004 Brown,Trevio, Harrison, 2005), where the subordinates will take the leaders as their role models, and learn from or mimic what the leaders do besides, the subordinates would observe the reward and punishment to themselves or to the others offered by the leaders to get to know what to do or not to do. (Trevio Brown, 2004)On the basis of this, with support from the studies, we argue that the power quad orient ation will influence the goodness of the social learning in following ways. On one hand, compared to the low power distance orientation individuals, those who are with high power distance orientations will list to view their leaders as the ones with high-status (Bochner Hesketh, 1994 Kirkman et al., 2009 Lian, Ferris Brown, 2012) and are superior as well as elect(ip) (Javidan, Dorfman, de Luque, Ho make use of, 2006Kirkman et al., 2009), thus they will be more likely to take their leaders as role models and mimic their behaviors. (Mayer, Aquino, Greenbaum Kuenzi, 2012 Lian, Ferris Brown, 2012)On the other hand, referring to the definition of power distance, we could note that subordinates with high power distance orientation accept unequally distributed power to a greater extent(Hofstede, 1980), thus they will hold a stronger belief, compared to low power distance orientation individuals, that one should not be against but to respect the leaders decision. (Bochner Hesketh, 1994 Lian, Ferris Brown, 2012), which means, the reward and punishment decision made by the leaders would be less likely to doubt and more likely to be accepted and followed by the high power distance orientation subordinators.As stated earlier, ethical leadership can have effects on subordinators unethical behavior through the social learning process. And with the present of power distance orientation, we expect the effect of ethical leadership will be affected, compared to low power distance orientation, individuals holding high power distance orientation will be more likely to regard their leaders as the ethical role model and mimic them to behave ethically. Also, they would be more convinced by and learn from the rewards on ethical behavior and punishments on unethical behavior.Power Distance Orientation and Social Exchange TheoryBesides of Social learning processes, the ethical leaderships relationship with subordinates unethical behavior can be also explained by the social e xchange processes. (Trevio Brown, 2004 Mayer, Kuenzi, Greenbaum, Bardes, Salvador, 2009). As stated earlier, in social exchange theory and based on the norm of reciprocity (Gouldner, 1960), ethical leadership can help to prevent or mitigate the subordinators unethical behaviors when leaders and subordinators are in a positive social exchange relationship with elements such as perceived fairness, trust in leaders, etc. being satisfied. So by affecting these aspects, we expect power distance orientation will influence the ethical leaderships effect.For example, in the perceived fairness aspect, individuals with high power distance orientation will accept the unequally distributed power in a larger extent (Hofstede, 1980), so they will tend to be more tolerant for the unequally treatment and regard it as non unfair (Lian, Ferris Brown, 2012). So we posited that, with the less perceived unfairness, subordinates with high power distance orientation would view the leaders as fair which would result in less undesirable behavior such as unethical behavior (Trevio Brown, 2004).Similarly, in the aspect of trust in leaders or affection for leaders, high power distance orientation plays a role that subordinates with high power distance orientation are more likely to admit their leaders superiority and elite (Javidan et al., 2006Kirkman et al., 2009) so are more likely to show their respect to and trust their leaders (Kirkman et al., 2009 Sully de Luque Sommer, 2000Lian Ferris Brown 2012). As a result, they will tend to behave favorably for the leaders or even the whole organization (Javidan et al., 2006 Kirkman et al., 2009) and reduce the undesirable behaviors including the unethical behaviors.To sum up the above, we expect the discuss effect of power distance orientation on the strength of the relationship between ethical leadership and unethical behaviors, and as such we locate forward the second hypothesis.Hypothesis 2 The relation between ethical leadership and unethical behavior in organization is moderated by power distance orientation, such that the relation is stronger for individuals with high power distance orientation than for individuals with low power distance orientation.3. MethodSample and ProceduresThis study is a quantitative study. Data would be collected in mainland China, the questionnaires will be translated to Chinese and back-translated into English for results epitome. (Kirkman et al., 2009). Sample size is expected to be around 200 subordinates in individuals.MeasuresEthical leadershipReferring to the recent ethical leadership studies of (Mayer et al., 2009, 2012), in this paper, we measure ethical leadership by using the ten-item weighing machine from Brown et al. (2005). (See auxiliary 1)Unethical behaviorTo measure the unethical behavior, we adopt the 17-item-scale used by (Akaahs ,1996) and (Mayer et al., 2012), which was originated from Newstrom Ruch (1975). (See Appendix 2)Power distance orientationAs th is article is on the individual-level, we follow the previous studies (Brockner et al., 2001 Earley, 1999 Kim Leung, 2007 Kirkman et al., 2009) to use the eight-item linkert scale from Earley and Erez (1997) for the amount of the power distance orientation. (See Appendix 3)Control variablesIn this study, control variables including age, gender, tenure, (Brockner et al., 2001 Kirtment et al., 2009 Lian, Ferris Brown, 2012) we will also control the position factor, which refers to whether the employees hold the role of subordinate and executive program at the same time. (Brockner et al., 2001).Analysis MethodWe will first use the bivariate regression to test the main effect (Hypothesis 1) and we will use multiple regression to test the moderating effect (Hypothesis 2).5. Schedule generatorAkaah, I. P. (1996). The influence of organizational rank and role on marketing professionals ethical judgments. Journal of Business Ethics, 15 605-614. 15 605-614.Blau, P. M. (1964). Exchange an d power in social life. New York Wiley.Bandura, A. (1973). Aggression A social learning analysis. Englewood Cliffs, NJ Prentice Hall.Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ Prentice-Hall.Brislin, R. W. (1980). Translation and content analysis of oral and written materials. In H. C. Triandis J. W. Berry (Eds.), Handbook of cross-cultural psychology Methodology, vol. 2 389-444. Boston Allyn Bacon.Bandura, A. (1986). Social foundations of thought action. Englewood Cliffs, NJ Prentice-Hall.Bochner, S., Hesketh, B. (1994). Power distance, individualism/collectivism, and job-related attitudes in a culturally diverse work group. Journal of cross-culturalPsychology, 25, 233-257. inside10.1177/ 0022022194252005Brockner, J., Ackerman, G., Greenberg, J., Gelfand, M. J., Francesco, A. M., Chen, Z. X., . . . Shapiro, D. (2001). Culture and procedural justice The influence of power distance on reactions to voice. Journal of Experimental Social Psychology, 37, 300 -31 5. doi10.1006/ jesp.2000.1451Brown, M. E., Trevio, L. K., Harrison, D. A. 2005. Ethical leadership A social learning perspective for construct growth and testing. organisational Behavior and homo conclusiveness Processes, 97 117- 134.Brown, M. E., Trevio, L. K. 2006a. Ethical leadership A review and future directions. Leadership Quarterly, 17 595-616.Brown, M. E., Trevio, L. K. 2006b. Socialized attractive leadership, values congruence, and deviance in work groups. Journal of utilize Psychology, 91 954-962.Clugston, M., Howell, J. P., Dorfman, P. W. (2000). Does cultural socialization predict multiple bases and foci of commitment? Journal of trouble, 26, 5-30. doi10.1016/S0149-2063(99)00034-3Cropanzano, R., Mitchell, M. S. (2005)Social exchange theory An interdisciplinary review. .Journal of Management, 31(6), 874-900. doi 10.1177/0149206305279602Dorfman, P. W., Howell, J. P. (1988). Dimensions of national culture and effective leadership patterns Hofstede revisited. Adv ances in International Comparative Management, 3, 127-150.Earley, P. C., Erez, M. 1997. The transplanted executive Why you hire to understand how workers in other countries see the world differently. New York Oxford University coerceEarley, P. C. 1999. Playing follow the leader Status determining traits in relation to collective efficacy crossways cultures. Organizational Behavior and Human Decision Processes, 80 192-212.Gouldner, A. W. (1960). The norm of reciprocity. American Sociological Review, 25, 161-178Hofstede, G. H. (1980). Cultures consequences International differences in work-related values. Beverly Hills, CA Sage.Hofstede, G. 1993. Culture constraints in management theories. Academy of Management Executive, 7(1) 81-94.Hofstede, G. 2001. Cultures consequences Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, CA Sage.Jones, T. M. 1991. Ethical decision making by individuals in organizations An issue-contingent model. Academy o f Management Review, 16 366-395.Javidan, M., Dorfman, P. W., de Luque, M. S., House, R. J. 2006. In the eye of the beholder cross-cultural lessons in leadership from Project GLOBE. Academy of Management Perspectives, 20(1) 67-90.Kim, T., Leung, K. 2007. Forming and reacting to overall fairness A cross-cultural comparison. Organizational Behavior and Human Decision Processes, 104 83-95.Kirkman, B. L., Chen, G., Farh, J.-L., Chen, Z. X., Lowe, K. B. (2009). one-on-one power distance orientation and follower reactions to transformational leaders A cross-level, cross-cultural examination. Academy of Management Journal, 52, 744-764. doi10.5465/AMJ.2009.43669971Lian, H., Ferris, D. L., Brown, D. J. (2012). Does power distance exacerbate or mitigate the effects of abusive supervision? it depends on the outcome. The Journal of Applied Psychology, 97(1), 107-123Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., Salvador, R. (. (2009). How low does ethical leadership flow? test of a t rickle-down model. Organizational Behavior and Human Decision Processes, 108(1), 1-13. doi10.1016/j.obhdp.2008.04.002Mayer, D. M., Aquino, K., Greenbaum, R. L., Kuenzi, M. (2012). Who displays ethical leadership, and why does it occasion? an examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1), 151.Newstrom, J. W., W. A. Ruch 1975, The Ethics of Management and the Management of Ethic, MSU Business Topics (Winter), 31.Trevio, L. K., Weaver, G. R., Gibson, D. G., Toffler, B. L. (1999). Managing ethics and legal compliance What works and what hurts. California Management Review, 41(2), 131-151.Trevio, L. K., Hartman, L. P., Brown, M. E. 2000. Moral person and moral manager How executives develop a report for ethical leadership. California Management Review, 42(4) 128-142.Trevino, L. K., Brown, M. E., Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership Perceptions from inside and outside t he executive suite. Human Relations, 56, 5-38.Trevio, L. K., Brown, M. E. (2004). The Role of Leaders in Influencing Unethical Behavior in the oeuvre PDF document. Retrieved from http//www.corwin.com/upm-data/4910_Kidwell_Chapter_3.pdfTrevio, L. K. (2006). Behavioral ethics in organizations A review. Journal of Management, 32(6), 951-990. doi 10.1177/0149206306294258AppendicesAppendix 110 items Ethical Leadership Scale (Brown et al., 2005)Items will be rated on a scale from 1 (highly unlikely) to 7 (highly likely)Conducts h/h personal life in an ethical mannerDefines success not just by results but also the way that they are obtainedListens to what employees have to sayDisciplines employees who violate ethical standardsMakes fair and balanced decisionsCan be trustedDiscusses business ethics or values with employeesSets an example of how to do things the right way in terms of ethicsHas the best interests of employees in mindWhen making decisions, asks what is the right thing to do? Appendix 217 items unethical behavior scale ( Newstrom Ruch 1975)Items will be rated on descriptive range from 1 Never to 7 Frequently own(prenominal) useUsing telephoner services for personal useDoing personal business on company timePilfering company materials and suppliesTaking supernumerary personal time (lunch hour, breaks, early departure)Passing blameConcealing ones erroneous beliefPassing blame for errors to an innocent co-workerClaiming credit for someone elses workBriberyGiving gifts/favors in exchange for preferential treatmentaccept gifts/favor in exchange for preferential treatmentFalsification falsifying time/quality/quantity reportsCalling in sick to take a day offAuthorizing a subordinate to violate company rulespadding expensesPadding an expense account up to 10%Padding an expense account more than 10%DeceptionTaking prolonged than necessary to do a jobDivulging condential informationnot reporting others violations of company policies and rules