جستجوی مقالات مرتبط با کلیدواژه « رهبری اخلاقی » در نشریات گروه « علوم اجتماعی »

Applying an ethical leadership style yields positive results for organizations. Ethical leadership is related to increasing organizational commitment and altruistic motives in organizations; using an ethical leadership style by the manager and benefiting from the moral environment can bring favorable results for employees and produce an acceptable result in organizational commitment and altruistic motives. Ethical leadership is known as one of the most important factors in the organizational environment that can have a significant impact on the behavior and performance of employees. This type of leadership influences more on employees’ commitment through ethical values and principles, transparency, and fairness. Considering that using this style in any organization can have positive results, this study investigated the impacts of ethical leadership on employees' organizational commitment, considering the mediating role of altruistic motives. Data collection tools included three standard questionnaires on ethical leadership developed by Brown, Trevino, and Harrison (2005), organizational citizenship behavior developed by Padsakoff (2000), and organizational commitment developed by Allen and Meier (1991). At first, the variables of ethical leadership, organizational commitment, and altruistic motives were explained. Then, their dimensions were explored using exploratory factor analysis, and finally using confirmatory factor analysis and by AMOS and SPSS22, the proposed hypotheses were examined. The results showed that there was a significant relationship between the research variables, and all research hypotheses were confirmed. The results showed that ethical leadership significantly affects the organizational commitment and altruistic motives of employees of Ferdowsi University of Mashhad. Moreover, altruistic motives have a significant impact on the organizational commitment of the employees, and ethical leadership has a significant impact on their commitment through the mediating role of altruistic motives.

The aim of this study was to investigate the effect of moral leadership on occupational burnout with emphasis on the mediating role of social and psychological capital. The present study is applied in terms of purpose and descriptive-correlational in terms of method. The statistical population was the teachers working in the secondary school of high school in Behbahan in the academic year 1399-1400 with 380 people. The sample size which was calculated using a simple random sampling method and based on Morgan table was 181 people. In order to collect data, the Ethical Leadership Questionnaire of Kalashoven et al. (2011), Maslach’s Occupational Burnout Questionnaire (2002), Psychological capital Questionnaire of Luthans et al. (2007) and Abili’s Social Capital Questionnaire (2011) were used. The results showed that moral leadership has a positive and significant effect on psychological capital and social capital; social capital has a negative and significant effect on occupational burnout as well as moral leadership on occupational burnout, but psychological capital has no significant effect on occupational burnout. Psychological capital and social capital have a mediating role in the relationship between moral leadership and occupational burnout, so that moral leadership has a direct and indirect effect on burnout. Therefore, by strengthening the moral leadership, social and psychological capital of teachers, it is possible to prevent their occupational burnout.

Purpose: 

The purpose of this research was to identify the factors affecting organizational innovation based on ethical leadership, organizational justice, and organizational commitment in public universities.

Methodology: 

This research is interesting from the point of view that by identifying the factors affecting innovation, it is possible to direct the appropriate policies to improve innovation in universities, for this purpose, after reviewing the literature and categorizing the factors affecting innovation and confirming this model Through interviews with university experts in the field of innovation, the research model was tested through data analysis, structural equation method and path analysis. The statistical population of this research includes 20 experts and academic experts (academic professors in the field of management and information science) who were sampled using a targeted snowball method and their views were extracted and refined using the fuzzy Delphi method. Is.

Findings: 

So far, no comprehensive research has been done regarding the factors and contexts that cause it. Considering this importance, the present article, while investigating the concept of organizational innovation, its necessity in organizations, the characteristics of innovative organizations, and investigating the effective factors in the formation of organizational innovation based on ethical leadership, organizational justice and organizational commitment in universities Government pays.

Conclusion: 

the results show that by being aware of these factors, fields, managers of organizations will be able to look at the issue of organizational innovation with a broader, more comprehensive, and more informed view and gain the necessary benefit in order to increase the performance of their employees. In addition, ethical leadership (0.72), organizational justice (0.91) and organizational commitment with a coefficient (0.83) each have a significant effect with the implementation of the effective factors of organizational innovation.

When the Islamic Revolution of Iran entered the field with power, glory and strength; Frameworks were broken; The antiquity of stereotypes was revealed to the world; It brought religion and the world together, and it marked the beginning of a new era for management and organizations. Expressing opinions and ideas is an integral and necessary part of the decisions that people make in the workplace. Having a good organizational climate is also critical; Therefore, there should be conditions in the organization that employees can easily express their opinions and express their useful ideas to solve the problems of the organization. To provide such an atmosphere, the leadership style of the managers of the organization and the way they deal with it is very effective; Therefore, in this study, the effect of jihadi management and moral leadership on the voice of employees of government organizations in Chaharmahal and Bakhtiari province is investigated. The present study is a research based on applied purpose and based on how to obtain the required data, the present study is a descriptive correlational study. Library and field research methods were used to collect mixed information. The results showed that there is a significant relationship between jihadi management and employees' voice, but no significant relationship was observed between ethical leadership and employees' voice. In other words, jihadi management with an impact factor of 0.36 could be a good predictor for employees' voice. Among the jihadi components, the behavioral challenge of 0.59, the requirements of 0.30 has been able to directly affect the voice of employees and the structural challenge of 0.22 has been able to indirectly affect the voice of employees. To predict

The purpose of this study was to do meta-analysis on the spirituality variable in the workplace. Meta-analysis is also a technique for data analysis. The statistical population for the study is comprised of publications published on spirituality in the workplace between 1390 and 1397 (2011 to 2018) in scientific research journals certified by the Ministry of Science, as well as authoritative literature indexed on Wiley and Science Direct. These 106 papers include articles on the variable "spirituality in the workplace." 61 of these were chosen for inclusion in the first examination. The other studies were omitted from the research for a variety of reasons, including conference papers, statistical mistakes or ambiguity, and the use of variable dimensions instead. Finally, 42 papers were chosen for examination. The first stage was to evaluate these publications and quantify the impact of each of the six hypotheses suggested. The descriptive statistics part of this research revealed that 75 factors were associated with workplace spirituality. Meta-analysis verified all six hypotheses investigated in this research; the strongest correlation between spirituality in the workplace and job satisfaction is 0.725, while the lowest correlation with moral leadership is 0.416.

The purpose of this study is to investigate the role of ethical leadership in organizational loyalty mediated by organizational virtue.

Descriptive and correlational studies and especially structural equation modeling. The study population was all 735 employees of Bu Ali Sina University, from which a sample of 253 people was selected by simple random sampling method based on Morgan table. The Brown's ethical leadership questionnaire, Trino and Harrison (2005), Cameron et al.'S organizational virtue (2004) and the organizational loyalty questionnaire by researcher-made 5 questions were used. . To determine the reliability and validity of the instrument, Cronbach's alpha techniques and confirmatory factor analysis were used. The results indicated the optimal reliability and validity of the instrument. Confirmation path analysis was used to analyze the data using lisrel software.

Showed that: ethical leadership variable has a positive direct effect (0.26), indirect positive effect (0.396) and total positive effect (0.656) and is significant on the organizational loyalty variable at the level of 0.05. The organizational virtue variable has a direct positive effect (0.62) and is significant on the organizational loyalty variable at the level of 0.05. The variable of moral leadership with indirect path coefficient due to organizational virtue (0.396) and the value of t (3.14) have an indirect, positive and significant effect on the variable of organizational loyalty at the level of 0.05.

Ethical leadership variables can explain 35% of the variance of organizational loyalty variable due to organizational virtue variable.

The present study aims to examine the effect of ethical leadership and the positive attitude of managers on creating job originality through the mediating role of perceived organizational support.

The method of present survey is applied research in terms of its objective. In terms of the data collection method, it was a descriptive-correlational study that specifically employed causal modeling. The statistical population of this study was composed of 500 employees of the Islamic Azad University of Dezful in 2019. Out of these 500 individuals, 217 were selected as the research sample using the Krejcie & Morgan (1997) table. Standard research-made questionnaires were used in this research to collect the research data. The reliability of the said questionnaires was confirmed through Cronbach's α, and their validity was confirmed by Smart-pls software. Also, Smart-pls and SPSS16 software were used to process the collected data. Moreover, structural equation modeling (SEM) was used for confirmatory factor analysis and assessment of research hypotheses.

Research results suggested that managers' ethical leadership and positive attitudes had an impact on working originality. Besides, ethical leadership and the positive attitudes of managers significantly affected the perceived organizational support. Furthermore, the mediating role of perceived organizational support in the relationship between ethical leadership and positive attitudes of managers and working originality was confirmed.

Overall, it could be said that ethical leadership and the positive attitudes of managers were evaluated through various perspectives. Also, it could be stated that the working originality component was a key factor in the sustainable development and excellence of a social institution or an organization.

The  aim of this study was to investigate the effect of principals' ethical leadership on organizational health mediated by organizational justice in schools.

The study method was descriptive and correlational studies. The study population was all 339 secondary school teachers in Qorveh city in 2020. From this population, based on Morgan table, a sample of 181 people was selected by simple random sampling method. Data were collected using the Ethics Leadership Questionnaire by Brown et al (2005), the Morman and Niehoff (1993) Organizational Justice Questionnaire, and the Hui and Fieldman (1996) Organizational Health Questionnaire. In the present study, Cronbach's alpha values were Ethical Leadership Questionnaire (0.89), Organizational Justice (0.92) and Organizational Health (0.90). GFI values were confirmatory factor analysis of Ethical Leadership Questionnaire (0.92), Organizational Justice (0.93) and Organizational Health (0.92). Structural equation modeling test using LISREL10.30 software was used to analyze the data.

Ethical leadership, principals had an effect (0.61) with a significant amount (7.61) on the organizational health of schools and an effect (0.62) with a significant amount (6.79) on organizational justice. Organizational justice had an effect (0.27) with a significant amount (3.63) on the organizational health of schools. Ethical leadership Principals due to organizational justice had an indirect effect (0.167) with a significant amount (3.22) on the organizational health of schools.

According to the research findings, the moral leadership of principals and organizational justice has a positive and significant relationship with the organizational health of schools.

Since the university is an academic and cultural institution as well as the pioneer of cultural, social, and economic changes in every society, ethics has been established as a mission to the major universities in the world. Therefore, university deans will build a network of mutual and transcendent relationships that will improve the performance of employees and organizations by observing the principles of ethical leadership. Ethical leaders will make the work meaningful and create work dependency and engagement for their employees. So, the university employees will feel and abide by observing leaders' ethical behaviors regarding work and organization. The ethical behaviors of the deans are an important factor in the development of their employees' engagement and loyalty to the university. So, in this study, the role of ethical leadership in organizational loyalty is studied with the mediation of the employees’ work engagement as an issue in the field of ethics in the management of the academic human resources.

According to the philosophy of the research, this is a quantitative study. Based on its purpose, it is an applied study using the descriptive-correlational method, especially structural equation modeling (SEM) to collect and analyze the data. The study population consisted of 477 experts and managers of Bu Ali Sina University, Hamedan, out of them 387 were experts (81%) and 90 were managers (19%). To estimate the sample size, Cochran formula was used. Therefore, the statistical sample size was 266 and they were selected through stratified random sampling

 method:

Brown's, Trovino, and Harrison's (2005) 10-item Ethical Leadership Questionnaire with three factors (Interpersonal Relationships, Modeling, and Pragmatism); Shafley's (2003)17-item Work Engagement  Questionnaire with three factors (Vitality, Self-sacrifice, and Job Attraction), as well as, a researcher-made organizational loyalty questionnaire were used. The reliability and validity of the questionnaires were assessed by Cronbach's alpha and confirmatory factor analysis (CFA). Data were analyzed using SPSS and LISREL statistical software. Frequency distribution, mean, and standard deviation tables were used for data analysis. Pearson correlation coefficient and confirmatory path analysis were used to test the research hypotheses. It should be noted that out of 266 distributed questionnaires, 13 were eliminated due to incompleteness and ambiguous information in the data analysis stage, so 253 questionnaires were analyzed.

The results showed that, ethical leadership has a positive and significant effect (0.26) on organizational loyalty (p≤0/05). Work engagement has a positive and significant effect (0.53) on organizational loyalty (p≤0/05). Ethical leadership with direct path coefficient (0.66) and t value (10.74) have a direct, positive and significant effect on work engagement (p≤0/05). Ethical leadership through indirect path coefficient with work engagement satisfaction (0.349) and t value (5.53) has an indirect, positive and significant effect on organizational loyalty (p≤0/05). Ethical leadership can explain 47% of the variance in organizational loyalty. The ratio of X 2/df indicates that the conceptual model fits well with the assessment model. The value of the RMSEA index indicates the acceptable error value. The values ​​of CFI, GFI and AGFI indicate good fit of the structural model.The result of ethics and ethical leadership at the university is the movement to ethics-oriented university, employees’ attraction to work, and their loyalty to the university. In a university where ethics is of particular importance, ethical leadership is always a matter of concern. At this university, ethical leaders are developed and employees willingly embrace ethical patterns and engage in ethical behavior. They are satisfied and proud of their work. Employees who love and are passionate about their work are loyal to their organization and work and have little desire to leave the organization. They are also loyal to their organization, proud of their university and their work.Ethical leaders act as ethical models for followers. By observing the actions and behaviors of ethical leaders, employees learn their principles and patterns of ethical behavior as well as model and reinforce their ethical behavior in themselves. Deans transform the importance of ethics to their subordinates, this makes employees aware of the importance and value of ethics and enhances their understanding of ethical behavior. Ethical leaders use rewards and punishments to encourage desirable behavior, thereby eliminating or controlling unethical behaviors and reinforcing ethical behaviors.

IntroductionGiven the prominence of self-confidence and self-efficacy in performing organizational activities, identifying and enforcing the factors affecting them with the aim of improving the self-confidence of employees in the organization is vital. There are different components that play a role in building self-efficacy in individuals. The most important of such elements are ethical leadership and spirituality in work place. Given the need to examine this problem in the context of educational organizations as a social phenomenon, in this research, the mediating role of spirituality in the relationship between the ethical leadership of the organization and the employee's self-efficacy of the staff of Ferdowsi University of Mashhad was studied as a case. Hence, this study attempts to answer this question: what is the role of spiritual organization in the relationship between ethical leadership and employees’ self-efficacy?
Theoretical FrameworkLeadership, as an issue that has attracted the attention of researchers and the general public for so long, is defined as the process of influencing and directing individuals to achieve organizational goals. Perhaps the reason for the interest in leadership issues is that it is very mysterious and it influences the lives of all people (Yukl, 2002). Many social science and organization experts believe that leadership is the most important factor in the continuity and sustainability of organizations and it has a fundamental role in the growth, development and advancement of organizations, and to rely on management and leadership issues and being successful in fulfilling its duties and responsibilities it requires three skills of knowledge, skill and moral responsibility.
The research includes four major hypotheses which investigate the relationship between ethical leadership and employee self-efficacy, ethical leadership and organizational spirituality, organizational spirituality and self-efficacy, and the mediating role of organizational spirituality in the relationship between ethical leadership and self-efficacy.
Research MethodologyIn terms of goal, this is an applied research because its expected findings can be employed to enhance the self-efficacy and spirituality of the employees of Ferdowsi University of Mashhad. Since survey research investigates the characteristics and features of individuals in the community and examines the present situations of the statistical society in terms of trait or variable, the present study is of survey type because besides describing the existing situation, it tests the hypotheses based on prediction and use of inferential statistics method to determine the effect of variables. The statistical population of this research is the staff of Ferdowsi University of Mashhad. 1000 people were selected using simple random sampling method.
A questionnaire was used to collect the data. To analyze the data, various statistical methods such as Pearson correlation analysis and structural equation modeling were used respectively for calculating zero-order correlation coefficients and for the study of fitting the structural equation model with the collected data.
Research FindingsIn the fitted model, all the effects between variables - the effect of ethical leadership on self-efficacy, impact of ethical leadership on organizational spirituality and the effect of organizational spirituality on self-efficacy - were statistically significant. Accordingly, hypotheses one to three were confirmed. Also, in this model, the strongest coefficient of effect is related to the coefficient of ethical leadership and organizational spirituality (β = 0.67) and the weakest coefficient was the coefficient of ethical leadership effect on self-efficacy (β = 0.31) which is, of course, significant. Considering the confirmation of the effect of ethical leadership on organizational spirituality as well as the effect of organizational spirituality on self-efficacy, organizational spirituality mediates the relationship between ethical leadership and self-efficacy. Accordingly, the indirect effect of ethical leadership on self-efficacy is 0.355, which is estimated by multiplying the coefficients of ethical leadership direction on organizational spirituality and organizational spirituality on self-efficacy.
Discussion and ConclusionIn this research, demonstration of the first hypothesis showed that there is a significant relationship between ethical leadership and employees’ self-efficacy. This result is in harmony with studies done by De Hoogh and Den Hartog (2008), Brown, Treviño and Harrison (2005), Walumbwa (2011), Soltani and Rezaei (2015).
The result of second hypothesis shows that there is a significant relationship between creative leadership and organizational spirituality, and it can be said that using ethical leadership style can improve spirituality among the staff of Ferdowsi University of Mashhad. The results of this hypothesis are consistent with the research done by Mahdad, Asadi, and Golparvar (2015), Milliman, Czaplewski and Ferguson (2003), McGhee and Grant (2008), and Corner (2009).
The third hypothesis proves that a significant relationship exists between spirituality and self-efficacy of employees, and the higher the level of spirituality in the workplace, the higher the self-efficacy of employees. This finding is also consistent with studies by Smith (2010), Adjobula (2007), and Golchin and Sanjari (2012).
The fourth hypothesis shows that organizational spirituality mediates the relationship between ethical leadership and self-efficacy. In fact, ethical leadership can improve spirituality in the workplace by reinforcing spiritual beliefs in the workplace, such as enhancing the sense of meaningfulness of work, feeling solidarity with colleagues, and aligning with the values of the organization. Spirituality can also increase self-esteem and self-confidence in employees.

Nowadays citizens as one of the most important is to understand the behavior of democratic values is increasing. Their behavior can be considered very important and that is why many researchers have tried to analyze the behavior of citizens. The purpose this research is study the relation between Ethical leadership and social capital and organizational citizenship behavior and in Cultural organizations of Guilan province. Independent variable is organizational citizenship behavior which based on kalshoven theory included Altruism, Conscientiousness, Sportsmanship, Courtesy and Civic virtue. Kalshvvn's model of moral leadership and cooperation including sharing of power, orientation to the people, justice, honesty, describe the roles and ethical conduct. In this paper, based on the perspective of social capital and Qvshal Nahapyt three dimensions include the following: 1. The cognitive dimension of social capital, 2. The structural dimension of social capital and 3. The communication dimension of social capital. The method of research is survey which has been performed by questionnaire. There are 250 people in the sample. The way of sampling is Simple Random. The results show there is significant relation betweenEthical leadership and organizational citizenship behavior and social capital Cultural organizations of Guilan province. Also observed significant relation between every dimension Ethical leadership and organizational citizenship behavior and social capital.