I value ethics, do you? An employee-oriented perspective on ethical leadership and organizational change

Muhammad Kashif Imran · Ambreen Sarwar · Tehreem Fatima · Syed Muhammad Javed Iqbal

13 citations0/0 files storedEvidence-based HRM a Global Forum for Empirical Scholarship

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Organizational Change and Leadership Job Satisfaction and Organizational Behavior Organizational Management and Change

Abstract

Purpose In the current dynamic world, organizations required rapid changes to meet the increasing demands of their customers. On the other hand, the practice side claims that the majority of the organizational change attempts fail due to resistance from the employee side. Based on the behavioral theory of leadership, the authors examined the relationship between ethical leadership and organizational change with moderated mediation effect of behavioral resistance to change and commitment to change on the stated relationship. Design/methodology/approach Data were obtained from 333 employees, selected at random, in three waves (i.e. pre-change, during change and post-change) using survey methods from services sector organizations operating in Pakistan. Findings The authors found that ethical leadership was positively linked to organizational change and this relation was partially mediated by the commitment to change. Further, behavioral resistance to change weakened the relationship between ethical leadership and commitment to change. Practical implications The current study illuminates the importance of ethical leaders in the organizational change process, and empirical findings also gave an important direction to build change commitment in employees to reach positive results. Further, change leaders should use ethical practices in the workplace during organizational change initiatives to deal with behavioral resistance to change. Originality/value This study links ethical leadership with organizational change using the behavioral theory of leadership, an unexplored area in the existing literature that gives a new insight to academia and practice side officials to successfully implement any organizational change initiative.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 13 citations exist upstream.

References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1970Determining Sample Size for Research Activities 2005Ethical leadership: A social learning perspective for construct development and testing 2009Leading change: why transformation efforts fail 2020A Systematic Review of the Literature on Digital Transformation: Insights and Implications for Strategy and Organizational Change 2007A New Model of Work Role Performance: Positive Behavior in Uncertain and Interdependent Contexts 1948Overcoming Resistance to Change 2002Commitment to organizational change: Extension of a three-component model.

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.