Article2013

Ethical managers in ethical organisations? The leadership‐culture connection among Finnish managers

Mari Huhtala · Maiju Kangas · Anna‐Maija Lämsä · Taru Feldt

66 citations0/0 files storedLeadership & Organization Development Journal

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Ethics in Business and Education Job Satisfaction and Organizational Behavior Leadership and Management in Organizations

Abstract

Purpose The main aim of the present study is to discover whether the managers’ self‐evaluations of their ethical leadership style are associated with their assessments of the ethical organisational culture (measured with an eight‐dimensional Corporate Ethical Virtues‐model). It aims to hypothesise that the more ethical the managers evaluate their own leadership style to be, the higher evaluations they give on the ethical culture of their organisation. The underlying assumption is that ethical managers can enhance the ethical culture by behaving in accordance with their own values. Design/methodology/approach This quantitative research was based on a questionnaire study with 902 respondents throughout Finland. A linear regression analysis was conducted to examine how ethical leadership was related to ethical organisational culture. Findings Managers who appraised their own leadership style as ethical also evaluated the ethical culture of their organisations more positively. The result implies that an ethically behaving leader can develop the culture of his/her organisation towards more ethical practices. The results also showed that differences in evaluating both ethical leadership and culture emerged concerning background variables. Research limitations/implications The data collected were based only on self‐assessments from one data source, and therefore future studies, e.g. including employee ratings, are needed. Practical implications Promoting ethical virtues in organisations can lead to a virtuous circle, which supports both ethical culture and ethical leadership. Originality/value This empirical study contributes to the research on ethical leadership by examining it in relation to ethical organisational culture.

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References

2002Social Foundations of Thought and Action 1986Organizational Culture and Leadership 1990Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors 2005Ethical leadership: A social learning perspective for construct development and testing 1981Leadership in Organizations 2006Ethical leadership: A review and future directions 2005Bad Management Theories Are Destroying Good Management Practices 2008Survey response rate levels and trends in organizational research

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