Abstract Ethical mechanism is generated by taking ethical perception into business organization policy; ethical climate is developed by the application of ethical mechanism in business organization operation; and ethical behavior is created by ethical climate within an organization. Therefore, ethical mechanism, ethical climate and ethical behavior are closely related, and profoundly affect the operation and development of a business organization. This thesis is to study the relationship among ethical mechanism, ethical climate and ethical behavior within organization levels and cross-levels. The wealth management specialists working at 32 banks and 4 stock trading companies are the main object of this study, and the analysis demonstrated in this thesis is based on 36 questionnaires collected from managers and 298 questionnaires from practitioners. On organizational level, the study focuses on how ethics mechanism influences the formation of ethical climate. On cross-level, the effect of ethical climate on staff¡¦s ethical behavior is thoroughly studied. 1. In general, financial business adopts seven ethical mechanisms, which are code of ethics, rewards and punishments, promotion, ethics committee, audit system, employee selection and ethics training. 2. There are four types of ethical climate existent in financial business, which are compliance of regulations, employee caring, independent thinking, and personal interest. 3. There are three structures of ethical behavior, which are honesty, integrity, and obedience. 4. The Effect of Ethical Climate on Ethical Mechanism l The implementation of ethical mechanism such as code of ethics, ethics committee and audit are greatly beneficial to the formation of ethical climate of employee¡¦s compliance of regulations. l The implementation of audit for ethical mechanism is helpful for the formation of ethical climate of compliance of regulations and independent thinking. l Employee selection and ethics training rarely affect the formation of ethical climate of compliance of regulations, employee caring and independent thinking. l The ethical climate of personal interest is suppressed by the implementation of open and fair promotion. l Of all ethical mechanisms, promotion is the only one that affects the ethical climate of personal interest. 5. The Effect of Employee¡¦s Ethical Behavior on Ethical Climate l The ethical climate of compliance of regulations can upgrade employee¡¦s ethical behavior of honesty, integrity, and obedience. l The ethical climate of employee caring is helpful for employee¡¦s ethical behavior of integrity, and obedience. l The ethical climate of independent thinking directly affects the ethical behavior of obedience. l The ethical climate of personal interest is irrelevant to the employee¡¦s ethical behavior. l In all, the more emphasis laid on ethical climate, the more ethical behavior of obedience. Key word: ethical mechanism, ethical climate, ethical behavior

Undergraduate honors paper--Mount Holyoke College, 2008. Dept of Philosophy. / Includes bibliographical references (leaves 101-102).

Thesis (Ph. D.)--University of Wisconsin--Madison, 1962. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Ethical leadership and ethical reasoning in higher education have been the focus of many concerns as universities and colleges attempt to prepare and train educational leaders, particularly in light of high-profile scandals involving educational leaders. Scholars are increasingly interested in why unethical behavior continues to be problematic among leaders. Unethical behavior continues to exist, even though diverse strategies have been incorporated in programs that prepare prospective leaders for leadership roles (i.e., leadership programs and graduate programs). This study addressed the perceptions among community college leaders regarding ethical leadership and ethical reasoning and what guides ethical decision-making among community college leaders. A qualitative study was conducted using a questionnaire designed specifically for this study. The researcher collected data by conducting face-toace interviews with 15 community college leaders in Alabama. The findings of this research demonstrated that community college leaders believe that ethical leadership is more about who the leader is and what a leader does. Additionally, ethical leadership incorporates fairness, integrity, and concern for others into the leadership style. Ethical reasoning among community college leaders tends to be three dimensional; it is about the situation, institutional obligations, and other institutional endeavors. Participants believe that community college leaders in Alabama relate ethics and decision-making to duty and institutional obligations. Research results indicated that the answer to leaders behaving more ethically lies in the quality of programs that train leaders (i.e., graduate programs and leadership training programs). Participants suggested that programs have improved. However, a more comprehensive and intensive concentration on ethics and ethical behavior should be incorporated into graduate and leadership training programs. Specifically, there should be more opportunities to learn from real life ethical case studies and more role playing scenarios.

Thesis (M.A.B.S.)--International School of Theology, 1990. / Includes bibliographical references (leaves 52-57).

This study investigates the relationship between perceptions of servant leadership and the ethical climate in an agricultural business. Using the Executive Servant Leadership Scale (ESLS) and the Ethical Climate Questionnaire (ECQ), the data was collected; full-time employees of an agricultural business, rating the servant leadership style of their managers in addition to the ethical work climate of their organisation. The survey was conducted on a convenience sample (N=151) representing a response rate of 63.3% from a sample of 240 employees. This study found a statistically significant correlation between the manager’s leadership style of servant leadership and the ethical work climate of the organisation. / MBA, North-West University, Potchefstroom Campus, 2015

This study investigates the relationship between perceptions of servant leadership and the ethical climate in an agricultural business. Using the Executive Servant Leadership Scale (ESLS) and the Ethical Climate Questionnaire (ECQ), the data was collected; full-time employees of an agricultural business, rating the servant leadership style of their managers in addition to the ethical work climate of their organisation. The survey was conducted on a convenience sample (N=151) representing a response rate of 63.3% from a sample of 240 employees. This study found a statistically significant correlation between the manager’s leadership style of servant leadership and the ethical work climate of the organisation. / MBA, North-West University, Potchefstroom Campus, 2015

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