THE RELATIONSHIP AMONG TRANSFORMATIONAL LEADERSHIP, INTEGRITY AND AN HONEST CLIMATE IN ORGANISATIONS
Anja S. van Aswegen1
Amos T. Engelbrecht1
Department of business
University, S. africa
[email protected] ac. za
PO Box 3543, Stellenbosch,
7602, South Africa
How to refer to this article:
Van Aswegen, A. S.,
& Engelbrecht, A. S.
(2009). The relationship
and an honest climate
in organisations. SOCIAL FEAR
Journal of Human Resource
7(1), Art. #175, 9 pages. DOI:
12. 4102/sajhrm. v7i1. 175
Here is info available
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.
Received: 10 Nov. 08
Accepted: 08 Sept. 2009
Published: 40 Oct. 2009
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
ethical lifestyle; values;
By simply effectively using the transformational leadership procedure, an organisation's culture could be transformed into...
Recommendations: Banerji, S., & Krishnan, V. L. (2000). Honest preferences of
transformational market leaders: An empirical investigation.
Striper, B. M., & Avolio, B. T. (1994). Improving organizational
performance through transformational leadership
Striper, B. Meters., & Avolio, B. J. (1995). The multifactor management
questionnaire (Form 5вЂ“45)
Largemouth bass, B. M., & Steidlmeier P. (1999). Ethics, character, and
authentic transformational leadership behavior, Leadership
Burns, M. M. (1978). Leadership. Ny: Harper & Row.
Carlson, D. H., & Perrewe, P. L. (1995). Institutionalisation of
organisational ethics through transformational command.
Ciulla, T. B. (2004). Ethics, the heart of leadership. Westport: Praeger
Cohen, D. V. (1993). Creating and maintaining honest work
environments: Anomie in the workplace and implications for
Davis, A. M., & Rothstein, H. 3rd there’s r (2006). The consequences of the perceived
behavioural integrity of managers on staff attitudes: A
Engelbrecht, A. S. (2001). Core values underlying transformational
and transactional leadership
Parry, K. W., & Proctor-Thomson, S. B. (2002). Identified integrity
of transformational frontrunners in efficiency settings.
Peterson, D. (2004). Perceived head integrity and ethical
intentions of subordinates
Rossouw, G. J. (1997). Business integrity in South Africa. Journal of
Business Ethics, 16, 1539вЂ“1547.
Scheps, A. (2003). The influence of ethical ideals on transformational
leadership and ethical climate in organisations: An disovery
Spangenberg, H., & Theron, C. C. (2005). Endorsing ethical
follower behaviour through leadership of ethics: The
SPSS (2003). SPSS 12. 0 for Windows. Chi town.
Steyn, They would. S. (2002). Practical significant relationships among
Storr, T. (2004). Leading with ethics: A qualitative research
Tredoux, C. T., & Durheim, K. (2002). Quantities, hypotheses and
conclusions: A course in statistics for the interpersonal sciences
Vehicle Velsor, At the., & Ascalon, E. (2008). The part and effect of
leadership development in supporting moral action in
Victor, B., & Cullen, J. N. (1987). A theory and measure of honest
climate in organisations
Victor, B., & Cullen, M. B. (1988). The organisational bases of
ethical function climates
Vitell, S. M., & Caballeroso, E. R. (2006). The effect of corporate and business ethical
ideals and enforcement of ethical codes on the perceived
Weber, J. (1995). Influences upon organisational ethical
subclimates: A multi-departmental evaluation of a one firm.
Yukl, G. (2006). Leadership in organisations. Higher Saddle Riv:
Engelbrecht, A. S., & Cloete, N. E. (2000). An analysis of a
supervisor-subordinate trust romance
Fulmer, L. M. (2004). The challenge of ethical command.