The purpose of the study is to identify that whether ethical leadership and Human Resource Management (HRM), employee helping and the well-being. The researchers are interested in the relationship between the ethical leadership, employee well-being, and helping. Well-being is a combination of arousal and pleasure and illustrates an affective state ( Warr, 1987). Also, human resource management (HRM) that typically includes selection, training, teamwork, performance appraisal, and rewards ( Sun, Aryee, & Law, 2007). There are three reasons why researchers conducted this research. First, based on the Conservation of Resources (COR) Theory ( Hobfoll, 1989), job resources enhance well-being ( Salanova, Agut, & Peiro, 2005). The researcher suggested that ethical leaders provide job resources such as the emotional support, therefore, ethical leadership relates positively to employee well-being. Researchers conducted this research so as to prove that ethical leadership relates to employee well-being. Second, there are many studies lately have researched that ethical leadership relates to organizational citizenship behaviors (OCBs)(e.g Walumbwa et al.,2011), however, research has not yet examined well-being as a possible mediator. Thus, researchers added HRM as a moderator of the ethical leadership and well-being relationship and subsequently on helping behavior in order to improve the accuracy. Third, the research just focuses on the relationship between ethical leadership and in-role performance or OCBs at the moment. However, related leadership style such as ethical leadership, could also affect employee well-being, yet the research on this topic is lacking. Therefore, the researchers wanted to conduct this research to investigate the ...
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...ave their own company culture or own point of view which others may not understand, therefore, there will be some difference in the result. Moreover, respondents had different tasks and goals, which may have affected the study variables. Although analyses showed no significant effects for country and sector, future research may use a more focused setting to replicate the findings. The study can included the cultural fair test in order to eliminate the discrimination of different culture. Third, the disadvantages of rating scales are that the evaluator may rank based on their perception. Sometime although those who interpret the result use objective methods, the evaluators may rate the subject based on their opinions or prejudices without basing them on fact. Therefore, researchers can try to use other methods instead of using scale such as in-person interview.
The importance of ethical leadership is emphasised in theories of ethical leadership such as transformation theories which seek to raise the consciousness of followers by appealing to ideals and moral values rather than to materialistic desires or negative emotions such as fear and jealousy; Servant leadership theory which explains why the primary concern of the leaders should be to nurture, develop, and protect followers; Spiritual leadership theory which explains how leaders can enhance the spiritual meaning in the work experienced by followers; Authentic leadership theory which describes an ideal leader whose behavior is guided by strong positive values, (Yukl, 2010). In addition, all these theories emphasise the importance of leadership
The modern workforce is constantly evolving, and it is becoming increasingly multinational. Each culture represented in the workplace brings its own set of values, beliefs, and practices to the work environment. While this diversity can be used as a source of competitive advantage, it can also present a challenge when it comes to organizational leadership. In an effort to identify what leadership means around the world, Resick, Martin, Keating, Dickson, Kwan & Peng (2011) conducted a qualitative study of managers across six societies: The People’s Republic of China (PRC), Hong Kong, The Republic of China (Taiwan), The United States, Ireland, and Germany. These societies were selected for the study due to the significant role that each county
Organizations that are led by management who perform in a principled behavior are probable to be exemplified by an affirmative ethical civilization. Also, when their workforce is rewarded by doing what is right, helps cultivate the positive ethical image throughout the o...
Stock and Genisyürek (2012) reported a study by global leadership and organizational effectiveness (GLOBE) which established 9 cultural aspects for the purpose of ascertaining the similarities and variations that are inherent in societies and in traits. The study was developed upon the findings of Hofstede on cultural studies. The aspects include uncertainty avoidance, power distance institutional collectivism, human orientation, in-group collectivism, assertiveness, future orientation, performance orientation and gender egalitarianism. The major variations that differentiate the GLOBE and Hofstede’s dimensions include the inclusion of the humane orientation which regards the issuing of collective rewards for the kindness and care for others
Value systems across cultures can help to explain the differences in behaviour amongst people from different countries (McCort and Malhotra, 1993), which tend to stay with people over time. There are many different cultures and in order for an organisation to be successful, they need to take many different into account to ensure that they are successful in different countries and cultures. Cultural values appear to have considerable effects on management decision making processes (Clark, 1990; Ken, 1985; Picken, 1987; Shane, 1988; Swierczek, 1991). Culture is defined as “the set of distinctive spiritual, material, intellectual and emotional features of society or a social group, and that it encompasses, in addition to art and literature, ways of living together, value systems, traditions and beliefs” (Unesco, 2002).
Moral and ethical leaders are essential for any successful business because these leaders are the essential links between the organization’s objectives and its stakeholders. Leaders are the face of any organization, and their actions reflect the values and the ethics the organization they represent. Therefore, if a leader’s action and decision is ethical, the stakeholders and other organizations will respect the leader and the organization. Recent history has shown that ethical behaviors are important in sustaining businesses; large corporations such as Enron, Chevron, and Worldcom, destroyed people’s lives through unethical business behaviors (Josephson, M., 2013). If these corporations and its executives have operated morally and ethically, they would have been able to avoid bankruptcy and escaped going to prison (The Economist, 2002). Having ethical leadership in organizations will help to eliminate the negative impact executive’s gre...
[3] Mike Schminke, Maureen Ambrose, and Donald Neubaum (2005), “The Effect of Leader Moral Development on Ethical Climate and Employee Attitudes,” Organizational Behavior and Human Decision Processes, 97, 2: 135-151.
Assuming a country had a favorable political, legal and economic environment; its cultural environment was evaluated. Culture impacts demand and the marketing mix; therefore, if a country's culture was deemed unfavorable, it was not included in the top ten ranking. Similarly, if a country's culture seemed especially favorable, that aspect is denoted later in the analysis. Cultural factors considered in this analysis:
Hofstede’s model has widely been used in the past two decades to explore meaningful differences between cultures. This culture-based model was established based on data collected from 117,000 IBM employees in 20 different languages within 53 countries and regions. The survey instruments were divided into 4 subsections of questions that were relevant to work satisfaction, personal goals and beliefs, and perceptions. Using this data, Hofstede was able to create a fundamental blueprint of four basic dimensions in which employees of different backgrounds could be meaningfully compared. However, like most pioneer models, the model of cultural-dimensions has inherent methodological flaws as it fails to account for extraneous variables and assumes that occupational and national cultures are not independent of each other.
Ethics are inclined to be a formal system or a set of rules that are adopted by an individual, group, or organization. Morals are a social component to values and tend to have a very distinctive acceptance. Laws establish clear boundaries of what is acceptable (Moral Leadership, 2015, p.1). Ethical leaders play an important role in communicating an organization's ethics, morals and laws (McCann and Holt, 2013, pg. 635). Consequently, employees will rely on their leaders for guidance when they face ethical questions or problems. As a result, leaders will need to consider how to communicate what they value and inspire employees in ways to accomplish rewards for fulfillment. Ethical leadership behaviors differ amongst various industry segments
Cultural differences plays a huge role in growing and sustaining a business. It helps companies understand different cultures to provide greater services not only to their customers but a greater work environment for their employees. Some aspects include gender, race, nationality, religion and age group. (Seymen 2006) proposed that values and morals each individual hold have influences on behaviours and ideas in different scenarios. According to (Bateman and Snell 2012), there are many advantages towards the organisation in terms of better market connections, improved international competition, multiplicity points of view and a better team performance.
Adopting a mixed method required a precise exercise for selecting groups of respondents used for the quantitative and qualitative portion of the research. As established the questionnaire based on Hofstede’s cultural dimensions was administered to 273 undergraduates students inside a university in Southern Guangdong province of China. Subsequent factions were selected inside the same institution with a strict criterion regarding the age of the cluster, 100 employees composed of the personnel commissioned in multiple positions. To complete the collection supplemental candidates were selected inside Hallsmart Enterprise a Japan-China joint venture implicated in the fabrication and development of electrical appliances. The specific characteristics of the first group and the second group has been detailed in Appendix E with the particular information regarding their demographic and personal details relative to the study.
Ethical leadership is having an understanding of who you are, what your core values are, having the courage to live them all, in your personal life as well as your work life. Ethical leadership involves leading in a manner that respects the rights and dignity of others. Ethical decision making and leadership are the basis of ethical organizations. Leadership is a relationship between leaders and followers. The foundation of this relationship is trust. The leaders themselves must be ethical in their decisions and actions in order to influence others to behave accordingly. Ethical leadership is to know one’s core values and having the courage to live them through one’s life. Ethics and leaders go hand in hand; ethics is the heart of leadership.
Good, strong, ethical people can have an immeasurable impact on a company as well. “Ethical leadership creates an ethical culture. Top managers provide a blueprint for a firm’s corporate culture. If these leaders fail to express desired ethical behaviors and goals, a corporate culture evolves on its own to reflect the values and norms of the company” (Ferrell, 2015). “Leadership has a significant impact on ethical decision making because leaders have the power to motivate others and enforce the organization’s norms, policies, and viewpoints” (Ferrell, 2015). Often employees will look to management and top leadership for clues as to what is acceptable and what is not. It is not only important to have good role models in those top positions, but to have a culture where they can fully express their ethical
The Hofstede model of national culture differences, based on research carried out in the early seventies, is the first major study to receive worldwide attention. This influential model of cultural traits identifies five dimensions of culture that help to explain how and why people from various cultures behave as they do. According to Hofstede (1997) culture is Ù[ collective programming of the mind? This referring to a set of assumptions, beliefs, values and practices that a group of people has condoned as a result of the history of their engagements with one another and their environment over time. In this study, culture refers to a set of core values and behavioural patterns people have due to socialisation to a certain culture. The author̼ theoretical framework will be applied to compare differing management practices in China and the West. The five measurements of culture identified by the author are: