Creating an ethical organizational environment: The relationship between ethical leadership, ethical organizational climate, and unethical behavior

2019/08/29 by Maribeth Kuenzi, David M. Mayer, Rebecca L. Greenbaum · 5 citations
Decision Sciences · Business, Management and Accounting · Social Sciences · #Ethics in Business and Education #Job Satisfaction and Organizational Behavior #Workplace Violence and Bullying

paper · pdf · doi:10.1111/peps.12356

Abstract

Abstract The purpose of this research is to provide a richer lens on the ethical organizational environment by examining the relationship between ethical leadership and unit‐level unethical behavior through ethical organizational climate (EOC), with collective moral identity as a boundary condition. In testing our theoretical model, we first develop and validate a measure of EOC to address concerns with existing measures of ethical climate. Second, we examine the role of collective moral identity as a moderator of the relationship between EOC and unit unethical behavior. We discuss implications regarding the importance of developing a more comprehensive conceptualization of EOC.

Citations

• Assessing Construct Validity in Organizational Research
• Short, homogeneous versions of the Marlow-Crowne Social Desirability Scale
• A Qualitative Investigation of Perceived Executive Ethical Leadership: Perceptions from Inside and Outside the Executive Suite
• Who Displays Ethical Leadership, and Why Does It Matter? An Examination of Antecedents and Consequences of Ethical Leadership
• Development of a measure of workplace deviance.
• On the dimensionality of organizational justice: A construct validation of a measure.

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