Original Analysis

THE RELATIONSHIP AMONG TRANSFORMATIONAL LEADERSHIP, INTEGRITY AND AN HONEST CLIMATE IN ORGANISATIONS

Experts:

Anja S. van Aswegen1

Amos T. Engelbrecht1

Affi liations:

1

Department of business

Psychology, Stellenbosch

University, S. africa

Correspondence to:

Amos Engelbrecht

e-mail:

[email protected] ac. za

Postal addresses:

PO Box 3543, Stellenbosch,

7602, South Africa

How to refer to this article:

Van Aswegen, A. S.,

& Engelbrecht, A. S.

(2009). The relationship

between transformational

command, integrity

and an honest climate

in organisations. SOCIAL FEAR

Journal of Human Resource

Management/SA Tydskrif

vir Menslikehulpbronbestuur

7(1), Art. #175, 9 pages. DOI:

12. 4102/sajhrm. v7i1. 175

Here is info available

at:

http://www.sajhrm.co.za

The ethical local climate of an enterprise, which is the shared perceptions of what ethically appropriate behaviour is definitely and how honest issues/dilemmas should be handled, both reflects and defines the ethics of your organisation (Jones, 2007; McDonald, 2009; Victor & Cullen, 1987). An ethical traditions is believed to influence personnel to be more loyal with their organisations, thus contributing to the unleashing with their productive and creative potential within the work place and increasing business functionality (Rossouw, 1997).

The solution to moral problems ultimately lies in the establishment of moral and qualified leadership (Bass & Steidlmeier, 1999; Kanungo & Mendonca, 1996; Malan & Smit, 2001; McDonald, 2009). A up to date definition of honest leadership is definitely leadership that engages in honest conduct that is based on right or wrong behaviour to members of society (Odom & Green, 2003). While Kanungo and Mendonca (1996) have observed, the morals and ideals, the vision and, most of all, the actions of the leader can be seen as setting the ethical sculpt and standards for the unit or enterprise. According to Bass and Steidlmeier (1999), the integrity of command rests on three pillars: firstly, the ethical character from the leader, second of all, the moral values inlayed in the leader's vision and articulation thereof and, finally, the morality of the choices and actions that market leaders and fans engage in and pursue to realise the honest vision.

Article #175

Dates:

Received: 10 Nov. 08

Accepted: 08 Sept. 2009

Published: 40 Oct. 2009

INTRODUCTION

Organization ethics features emerged since an important a significant society during the past decade and it is considered essential to organization success in the long run. The benefits of an ethically orientated culture are numerous, including increased effectiveness because of a heightened organisational traditions, and elevated effort and lower levels of turnover caused by greater organisational commitment (Jones, 2007; McDonald, 2009; Yukl, 2006). South Africa is going through an increasing awareness of unethical procedures and general public distrust of business on the whole is wide-spread (Spangenberg & Theron, 2005). Typical unethical leadership behavior and techniques that take place in many organisations include file corruption error, bribery, intimidation, fraud, laying, favouritism and endangerment with the physical environment (Banerji & Krishnan, 2k; Malan & Smit, 2001). Due to disappointing public organisation scandals which were exposed, a positive return to values in the organisation has become essential and efficiency leaders need to realise essential ethical management is. Not simply are honest practices essential to overcome the increasing occurrence of scams and its bad consequences, yet such procedures also impact the organisation's earnings positively because of its standing as a genuine and trustworthy employer and business spouse (Fulmer, 2004).

SA Log of Hrm

Keywords:

life changing

leadership; honesty;

ethical lifestyle; values;

S. africa

ABSTRACT

By simply effectively using the transformational leadership procedure, an organisation's culture could be transformed into...

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