Syftet med studien var att för förklara och analysera hur etiskt ledarskap är relaterat till anställdas intentioner att lämna en organisation i en lågavlönad servicesektor, samt hur samhörighet som en tredje, situationsanpassad variabel betingar den relationen.   För studien användes en positivistisk forskningsfilosofi och en deduktiv ansats. En kvantitativ metod valdes där datainsamlingen skedde via en internetbaserad enkätundersökning riktad till medarbetare på ett marktjänsteföretag på en tysk flygplats som fullständigt besvarades av 75 respondenter.  Resultatet av studien indikerar att etiskt ledarskap har en negativ korrelation med anställdas intentioner att lämna däremot betingar inte samhörighet den relationen utan samhörighet visade sig istället ha en direkt negativ korrelation med anställdas intentioner att lämna. / The purpose of this study was to explain and analyze how ethical leadership is related to employee’s turnover intention in a low-income service industry, as well as how connectedness, as a contingency moderate this relation.   This study used a positivistic research philosophy and a deductive approach where the data was collected using an internet-based survey delivered to a ground handling organization operating at a German airport. The result indicated that ethical leadership has a negative correlation with turnover intention, however, connectedness seemed to have no moderating affect but a direct negative correlation with turnover intention itself.

A politician’s ability to practice political leadership has always played a major role, but today’s political leadership is widely exposed and depended on the public’s voice and reactions to such an extend with mass media both as tool and mediator as never seen before. Consideration to the ethical dimension in political leadership and taking a stand for own values has therefore become more than ever important for a political leader not just to be aware of men also to use in public. A part of this awareness has to do with religious and cultural values. How important is these two issues and which role do they play in practicing political leadership? By combining the qualitative method of describing and investigating President Donald Trump's religious and cultural background as a specific example and then using the quantitative method in the form of a relevant minor questionnaire, I state that my hypothesis "certainly plays religious and cultural background a certain role in political ethical leadership" applies, and is more important than one might imagine

The primary purpose of this research study was to explore the relationship between ethical leadership (Brown, Trevino, & Harrison, 2005) and the three forms of organizational commitment (Meyer & Allen, 1997). Secondarily, this research explored the relationship between ethical leadership (Brown et al., 2005) and the four dimensions of transformational leadership (Bass & Avolio, 1994). This study extends recent research regarding ethics, leadership styles, and employee commitment by administering the Ethical Leadership Scale (ELS), the Three-Component Model (TCM) of Commitment (Meyer & Allen, 1997), and the Multifactor Leadership Questionnaire (MLQ-5X). The data was collected from a cross-section of 130 business professionals representing a variety of industries, occupation characteristics, and levels of organizational and supervisory responsibility, age, education, and job tenure. The hypotheses developed in this study found positive and statistically significant relationships between ethical leadership and two forms of organizational commitment; affective commitment (r = .55, p < .01) and normative commitment (r = .45, p < .01). The study also found highly positive and statistically significant relationships between ethical leadership and the idealized influence (r = .75, p < .01) and inspirational motivation (r = .70, p < .01) dimensions of transformational leadership.

The research was designed to study the relationship between ethical leadership, follower attitudes, and the influence of service climate on the relationship. The framework draws on social exchange theory (Blau, 1964) and social learning theory (Bandura, 1977, 1986) to form the basis of the study. The sample consisted of associates in a community bank located in the Northeastern U.S. (n=264). The Ethical Leadership Scale (ELS) developed by Brown, Trevino and Harrision (2005) was used to measure a follower's perception of the leader's behavior. The attitudes were measured using separate instruments: job satisfaction includes extrinsic and intrinsic factors (Tate, Whatley, & Clugston, 1997), and organizational identification assesses cognitive and affective elements (Smidts, Pruyn, & van Riel, 2001). Service climate was evaluated using the Global Service Climate Scale developed by Schneider, White and Paul (1998) to measure overall climate for service. Data analysis was conducted using the partial least squares (PLS) methodology for factor analysis and path modeling. Results indicate a significant relationship between ethical leadership, both attitudinal constructs, and service climate. While an interactive effect of service climate on these relationships was not significant, a partially mediated effect of service climate was revealed. Implications for theory and practice, and directions for future research are discussed.

The purpose of this paper is to explore individuals’ experiences of unethical leadership by examining it from an employee perspective. The concept of ethical leadership, organizational ethical culture, and unethical behavior guide this study together with the components of vicarious learning, and role ethically. The research question is based on three main areas, unethical leadership, unethical behavior, and ethical culture, and it follows: What are employees’experiences of unethical leadership and what does those experiences reveal about the leaders’behaviors and the organizational ethical culture? The method was through a qualitative questionnaire conducted online and through a multiple case study six informants’ experiences were explored. The findings show that all the informants perceived their leaders as not being ethical and fair, being bad roles models, and not being an example of good ethical behavior. Conclusions are that the influence of unethical leadership creates negative experiences in the informants and those experiences were presented in a range of different emotions and behaviors.

Over the past two decades the emphasis on corporate governance practice has increased globally. The corporate governance models which guide corporate ethics, currently employed in African countries, are extensively driven by Western elements. Corporate governance practice in relation to the African philosophy of Ubuntu is under analysed. While Ubuntu has been studied comprehensively in a number of legal disciplines, it has not enjoyed comparable attention in its application, relevance, and potential to enhance corporate governance practices in Africa. Limited academic research exists on the integration of the Ubuntu philosophy into corporate governance and the ethical perspectives introduced. Therefore, this dissertation aims to bridge this gap by exploring the current guiding frameworks of selected corporate governance practice in relation to the principle of the African philosophy of Ubuntu. Here, corporate governance practice is examined in South Africa and Namibia. Business ethics, ethical perspectives, corporate social responsibility, and the African notion of Ubuntu, in relation to the role that it plays in ethical leaderships, is evaluated. Links between Ubuntu and established Western ethical perspectives and theories support its use and significance for enhancing current corporate governance frameworks in these countries. The findings of this dissertation strengthen the need to analyse Ubuntu, particularly in relation to its link with social responsibility and ethical perspectives, in order to augment current corporate governance practices in Africa. It is submitted that corporate governance practices in Africa should reflect the notions of Ubuntu more clearly and coherently which will serve as a progressive model to enhance effective corporate governance.

Leaders focus on the attainment of personal and organizational goals without consideration for the needs of stakeholders, especially those of followers. Ethical leadership (EL) studies' focus on leaders' perspectives represented a research gap that necessitated this study. Followers are the least researched among stakeholders; thus, this study explored EL from their viewpoints. Stakeholder theory, social learning theory, eudaimonia, and utilitarianism were the conceptual frameworks that guided this study. Twenty participants drawn from followers in a public organization in New Jersey were questioned about their experiences and expectations of EL using open-ended interview questions. Participants with shared experiences were selected based on convenience, snowball, and criterion sampling strategies. With the use of the transcendental phenomenological design, the data collected were analyzed with the Stevick-Colaizzi-Keen method and the two-cycle analysis. Knowledge, exemplarity, and democratic decision making were themes of EL that are relevant to followers. Other themes found in this study, including communication, stakeholders' wellbeing, impartiality, honesty, relationship building, responsibility, and humility, concur with extant literature and suggest consistency in the phenomenon. The potential social change implications of this study are an innovative and cooperative work environment, organizational success, and enhanced corporate social responsibility. Organizations and societies may benefit from the inculcation and development of EL in the family, society, tertiary institutions, and organizations through training, mentoring, and the development of an ethical culture.

Labour in our current dispensation can be understood by critically examining their embeddedness in their geographical spaces and their spatial connection to those geographical spaces. Meanwhile, it has been highly contested by famous economic geographers like Andrew Herod and Don Mitchell, who argues that although labour shapes their economic and political spaces, they do not do this by choice and, as such, their power to make structural changes had been overemphasised. Therefore, a further study into other structures in which labour works and live can help reveal the extent of their influence on structures of any kind. Mainly, working conditions are essential for workers, and this study contests their power of influence on them. Notably, working conditions are formulated by the employers basing their decisions on their societal values, morals, and other factors. In order to understand the interplay of these components in influencing the decision of employers on working conditions, ethical leadership at the workplace is necessary to be studied to uncover how employers' ethical stances influence the working conditions of their workers. Particularly, ethical leadership is a complex structure involving a leadership style and ethics that affect employers' decision-making process. This qualitative paper used purposive and snowball non-probability sampling techniques to select participants from Holiday Club Åre and Ski Star Åre. The results from this study show that ethical leadership influences working conditions and it existed within the two workplaces even during the pandemic; however, it is unevenly exhibited, and the reason for such disparities can be attributed to the personalistic characteristics of the managers. Namely, ethical leadership and good working conditions lead to a higher level of job satisfaction and trust in leadership, higher productivity, behaviour emulation and reduction in counterproductive behaviour at the workplace. Workers were also found to have a marginal structural impact on their working conditions because of their low bargaining power despite the support of their labour agency. / <p>2022-01-22</p>

Despite the fact that charitable organizations are critical to society and the economy, there has been little research on ethical leadership and its impact on employee performance. Because of the different provisions that exist in a nonprofit firm, it is s tated that nonprofit leadership varies from those of forprofit organizations. "How does ethical leadership influence employee performance in nonprofit organizations?" is the thesis research topic. We interviewed the leaders of four distinct nonprofit or ganizations in four different countries, as well as four employees from each organization, to acquire a deeper understanding of their perspectives on the subject we researched. A qualitative study was conducted with the abductive research approach in mind, with semistructured interviews being employed to produce the best research results. This study could be classified as credible with a high degree of validity after a thorough assessment of the research methodology, ethical issues, research quality, and of their important features of the research. The results have shown that the ethical leadership styles we found at the nonprofit organization that we have investigated had supportive and open communication relationship behavior and middle to low task behavior. The leaders work closely together with their employees with high trust. We have also pointed out the formal and informal leadership between leaders and employees and some differences between volunteers and payable participants. The result has thus contributed to increased knowledge in theoretical and empirical aspects where there has been perceived to be a lack of sufficient information and knowledge regarding the current aspects of ethical leadership and its influence on employee performance in nonprofit organizations.

There have been numerous studies on the effects of social media, both on people directly as well as on society, but also on how social media trends come about. There have also been numerous studies on sexual harassment in school, higher education, military and the workplace over the last five decades, unfortunately showing little improvement over the years. In late 2017 the world has seen a social media trend and outrage of a different magnitude. The hashtag #metoo trended all over the world in a so far unseen scale. We looked into this outcry and analysed how it has affected leadership inside the media industry. We found that it affected leadership and triggered several levels of response of simply talking about the issue up to not only improving the situation in ones own firm, but forcing customers or partners to undergo sexual harassment education in order to work together. / Det har genomförts flertalet studier om effekterna av sociala medier, både på människor såväl som på samhället, men också på hur det skapas trender inom sociala medier.  Under de senaste fem decenierna har även studier gjorts om sexuella trakasserier i skola, högre utbildning, militär och arbetsplats. Studierna visar tyvärr endast en liten förbättring över åren. I slutet av 2017 har världen sett hashtag #metoo, en social media trend, tränga över hela världen i ett upprop i en skala som inte setts tidigare. Vi tittade på detta upprop och analyserade hur det har påverkat ledarskap inom mediebranschen. Vi fann att det påverkade ledarskap och utlöste flera nivåer av reaktioner i ett spann från att endast prata om problemet till att inte endast förbättra situationen i det egna företaget utan tvinga kunder eller partners att genomgå utbildning om sexuell trakasserier för att kunna arbeta tillsammans.