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ЭКОНОМИКА НАРОДНОГО ХОЗЯЙСТВА
ECONOMICS AND NATIONAL ECONOMY MANAGEMENT
UDC 330
Li Yi, E. Kalybekova
HOW CEO ETHICAL LEADERSHIP INFLUENCES THE COMPANY'S PERFORMANCE: MEDIATING EFFECT OF LEADER-MEMBER EXCHANGE AND MODERATING EFFECT OF ETHICAL CULTURE
Company's performance and CEO ethical leadership are connected to each other. It is challenging to identify and analyze how they can function well together. This paper tries to examine the concept and characteristics of ethical leadership, and its influence on the job performance, the model how they contracted each other. Therefore, it is highly important to determine such variables as ethical leadership, ethical culture, job performance and leader-member exchange factor. CEO ethical leadership is argued to operate through corporate firm culture that increases the company's performance on the condition of strong corporate ethics. We carried out the results of the cross-sectional study of 85 participants.
Keywords: CEO leadership, Corporate ethics program, Ethical leadership, Job performance, Organizational ethical culture, Cross-cultural leadership.
In formulating and developing the theory of ethical leadership, Brown et al. (2005) suggested the central importance of ethical leadership in forming employees' behavior and attitude towards their current position in company. Furthermore, we should not forget about the significant amount on the ethical leadership researches all over the world. For instance, experts in the People's Republic of China demonstrated the great interest in recent years in the investigation of the CEO ethical leadership as the major part of ethical initiative in the human-resource management. (Katherine Xin, Professor of Management at China Europe International Business School, in her course "Initiative for CEOs in China: A Journey to Leadership at Peak", 2011, p.134)
However relatively few researches have examined how and why ethical leadership relates the task performance, and what systems influences on the relation of the ethical leadership and task performance. One should note here the recent researches of Piccolo, Greenbaum, Den Hartog, and Folger (2010) that examined the role of task significance in the relation of ethical leadership to task performance. Piccolo et al. (2010) found that ethical leadership gains the task significance, which consequently improves job performance.
© Li Yi, Kalybekova E., 2016. DOI: 10.15350/2221-7347.2016.10
*Li Yi, Associate Professor, Business Administration Department, Shanghai University,School of Management, China.
Kalybekova Elmira, master student, Shanghai University, School of Management, China.
The purpose of the paper is to research this question by examining the role of leader-member exchange, as a social exchange process, ethical culture, as a social learning process, and task performance, as a social identity process, in the ethical leadership - job performance relationship.
Theoretical background and hypotheses
Leader-member exchange (LMX) is defined as the quality of exchange between a supervisor and an employee (Graen and Scandura, 1987). For instance, the supervisors may form the quality of exchange based on trust, fairness, open communication, the information sharing associating with the peer review system, whereas, the same leader may form "lower quality, economic exchanges that do not extend beyond the employment contract" (Erdogan, Liden, and Kraimer, 2006; Sparrowe and Liden, 1997, p. 291).
Ethical culture is an ethical, religious and educational movement formed by Felix Adler in 1876. Ethical culture is "premised on the idea that honoring and living in accordance with ethical principles is central to what it takes to live meaningful and fulfilling lives, and to creating a world that is good for all. Practitioners of Ethical Culture focus on supporting one another in becoming better people, and on doing good in the world" (The conservator, Volumes 3-4, Horace Traubel, Volume 3, page 31).
Ethical leadership can be determined as " the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision making" (Brown, Trevino, and Harrison, 2005, p. 120).
Job performance is a complex process. Basically it assesses where a person does the job well. John P. Campbell describes job performance as "an individual-level variable, or something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance, which are higher-level variables" (Campbell, J. P., 1990, p. 80). Modeling the performance prediction problem in industrial and organizational psychology. (Handbook of Industrial and Organizational Psychology (pp. 687-732). Palo Alto, CA: Consulting Psychologists Press, Inc.).
Hypotheses
Brown and Trevino (2006) suggested that the social exchange theory and the social learning theory (SLT; Bandura, 1977, 1986) has a theoretical explanation for the relations between ethical leadership and follower behaviors. When employees realize that their supervisors provide their main interests and care, they are directed to reciprocate by developing task performance. Similarly, a social learning perspective on ethical leadership proposes that ethical leaders tend to influence followers' ethical culture because they are attractive and valid role models that finds the way to help employees to reach their potential at work (Bandura, 1986, 1997).
Though the social learning theory is not enough to explain the complex relations between the ethical leadership and employees' performance. Social identity theory (e.g., Ashforth & Mael, 1989; Tajfel, 1981) is another intermediate theory that we believe might further help explain the relationship between ethical leadership and performance. Social identity constitutes the perception of oneness with, or belongingness to, a specific social category where individuals are intrinsically motivated to contribute to the collective good. Thus, social identity theory may complement both social exchange and social learning theories in explaining the link between ethical leadership and job performance.
In the present study, we are interested in explaining an outcome variable at the organizational level (job performance) and accordingly focus on an organizational level variable as the mediating process, i.e., ethical culture. Below, we develop hypotheses for the mediating roles of LMX and ethical culture in the ethical leadership-employee performance relationship.
CEO ethical leadership and ethical culture
Organizational culture is based on beliefs, values, and shared perspectives (Sackman 1992) refers to a collective state of mind (Hofstede 1984). In accordance, Kaptein (2009, p. 262) defined organizational ethical culture as "the informal control system of an organization ... comprising of
common values, beliefs, and traditions". Ethical culture includes the clear perceptions, experiences, and expectations about the promotion of ethical conduct and the discouragement of unethical conduct in an organization (Kaptein 2008).
Based on Solomon's (1999) virtue-based theory of business ethics, Kaptein (2008) developed a conceptual model of organizational ethical culture which involves the following elements: clarity of ethical expectations, feasibility with regard to the sufficient allocation of resources, time, budget, or equipment, supportability concerning the organizational encouragement of ethical commitment, transparency of ethical and unethical conduct and its consequences, discussability with respect to the opportunity for voice and the review of ethical dilemmas, sanctionability as referring to the employees' beliefs about the reward of ethical conduct and punishment of unethical behavior, and congruency of management and supervisors.
Organizational culture researchers (Davis 1984; Schein 2004) postulated that CEOs are the primary creators and transmitters of organizational culture. CEOs are thought to substantially affect the culture of an organization, because culture and leadership are similar in their functions and in their ways of operation and can mutually influence each other (cf. Giberson et al. 2009; Schein 2004; Schneider 1987). Drawing on the theory, Berson et al. (2007) argued that the decisions and leadership of the operating CEO shape ethical culture as they provide the basis for shared beliefs, values, myths, and symbols of organizational life. While the director, i.e. founder of an organization, is likely to create a certain ethical culture, the ethical culture is also subject to change through CEO succession and can be developed intentionally over time. Schein (2004) argued that leaders usually have strong beliefs and convictions about how the world functions, what purpose organizations have to serve, what role they should play in the market-space or society, and what truly motivates people. These basic values and assumptions of the CEO will find an expression in his/her conscious and unconscious behaviors (Tsui et al. 2006) and leave an imprint on what is valued and believed throughout the organization.
CEOs with high integrity and strong moral values are expected to be very sensitive in recognizing and filtering the ethical aspects of a certain decision-making situation, to process carefully such aspects and to put ethical considerations at the heart of their business decisions, thereby communicating their underlying moral value and belief of the system and positively influencing the development of a shared ethical position among organizational members. Driven by their own commitment to meta-values such as humanity, justice, responsibility, and moderation (Eisenbeiss 2012), ethical CEOs are also likely to actively promote ethics to others by setting clear expectations about the desirability of ethical conduct and the disaffirmation of unethical conduct, emphasizing transparency in ethics management or stimulating active debates about ethical questions and dilemmas in the organization - all central aspects of ethical culture (Kaptein 2008). Corroborating our reasoning, a conceptual analysis by Dickson et al. (2001) suggests that organizational culture as they provide the basis for specific beliefs, values, myths, and symbols of organizational life. While the founder of an organization is likely to create a certain ethical culture, ethical culture is also subject to change through CEO succession and can be developed intentionally.
Schein (2004) argued that leaders usually think how the world functions, what purpose (2010) found a positive relationship between servant leadership and procedural justice climate, even if this result refers to the group-level and cannot be simply be transferred to the organizational level. Thus, we offer the following hypothesis:
Hypothesis 1. CEO ethical leadership is positively related to organizational ethical culture.
Ethical Culture and Job Performance
Regardless of the possibility that the casual ethical control components have the potential to improve job performance, we contend that there are particular necessities. To be completely powerful, ethical culture should be supplemented by a more formal partner - the formal components coordinated in a hierarchical ethical program. That is, CEO ethical leadership may influence job performance through its impact on ethical culture, however whether this impact on society deciphers into impact on performance is dependent upon a hierarchical ethical program.
Corporate ethical programs can be characterized as the formal furthermore, unmistakable
authoritative control systems that have been composed and built up so as to adjust representative conduct with certain moral models and standards (Trevin~o and Weaver 2003; Weaver et al. 1999). Ethical codes and strategies, instructional classes, official correspondence materials, formal reward, observing, and endorsing frameworks intensive impacts counterproductive practices can have on job performance (Dunlop and leaders are able to impact ethical culture by role-modeling ethical behavior, determining what is regarded as ethically appropriate and how ethical questions and dilemmas should be dealt with in the organization. Empirical research provides indication for a positive link between ethical leadership and ethical climate (Shin 2012) or ethical unit culture, respectively (Schaubroeck et al. 2012).
More indirectly speaking to the issue in a study of related concepts, Walumbwa et al., ethical culture and how the quality of a formal hierarchical ethical program directs this relationship.
Ethical culture may affect job performance through different ways. To begin with, aggregate social convictions and qualities about what is ethically right or off-base and how genuinely ethical issues ought to be taken can discover an expression in employees' practices - i.e., their day by day job instructions and their interaction with companions and bosses. For example, at the point when working in an exceedingly ethical environment which obviously empowers ethical principles and backings ethical conduct through liberal asset assignment and straightforward reward hones, employees may apply these principles, managing their co-workers and clients in a not too bad way, commonly supporting each other, and taking part in authoritative citizenship behavior (McNeely and Meglino 1994), which thus improves authoritative profitability and effectiveness and lessening organizational costs (Podsakoff et al. 2009). Second, contrary to this, ethical culture additionally passes on casual signs about the affirmation and sanctionability of untrustworthy lead and can impact to what degree employees take part in degenerating and counter productive work behaviors- including organizational property, lying, or coming late to work (Stewart et al. 2009). Third, following Kaptein (2008), an organizational ethical culture increases the ethical legitimacy of the organization and can boost stakeholders' trust in the righteousness of the organization. If an organization has strong cultural moral standards and values (e.g., humanity, justice, and responsibility), publicly expresses these values in its strategic decisions and social responsibility activities, it may gain a sound ethical reputation which in turn builds trust of business partners, customers, and further stakeholders. Long-term and resilient relationships with business partners are more likely to develop which can lead to special low-priced contract conditions, increased willingness for negotiation, and ultimately reduced organizational costs. Furthermore, the loyalty of customers may increase, positively influencing sales and the overall job performance (Loveman 1998).
However, even if informal cultural signals regarding what is considered appropriate and desirable within an organization may provide an important precondition of job performance, they seem to need to rest on formal control systems to tap their full potential. Corporate ethics programs which consist of documented, standardized, and tangible policies and procedures underline the informal cultural signals (Adam and Rachman-Moore 2004; Weaver et al. 1999), publicly demonstrating how much importance is given to ethics in an organization. For instance, by having an established code of conduct, formal monitoring systems of unethical behavior, professional training programs on ethical leadership, and incentive systems that promote ethical conduct and sanction unethical behavior, organizations make clearly visible and salient for employees that ethical leadership and ethical conduct are taken seriously and regarded as fundamentally relevant and demanded organizational ethical culture such that organizational ethical culture positively is clear proof for the negative and cost behavioral standards of behavior. Qualitative research from Falkenberg and Herremans (1995) indicated that formal ethical control systems are important guides for employee behaviors and decisions. Via media and advertising, the integration and implementation of ethics in formal programs may also eradiate to external stakeholders - cf. customers or business partners - and thereby support the positive consequences of an organizational ethical culture outlined above.
Therefore, employees are liable to question the honesty and legitimacy of the authoritative formal tenets and rules and may not feel bound to these arrangements. Hence we hypothesize:
Hypothesis 2. The strength of an organizational ethical culture moderates the relationship
between organizational ethical culture and job performance such that the positive relationship
between organizational ethical culture and job performance is stronger when the organization has a strong ethics program.
CEO Ethical Leadership and Job Performance
Our analysis thus suggests that whereas CEO ethical leadership may engender the ''soft,'' informal side of the organizational ethical regulation mechanism (ethical culture), the mediated influence of ethical leadership via ethical culture on job performance will only be realized to the extent that the organization has a ''hard,'' formal ethical regulation mechanism in place (a strong ethics program). Hypothesis 3 summarizes our argumentation how and under what condition CEO ethical leadership relates to job performance: CEO ethical leadership is expected to affect job performance via organizational ethical the relates to job performance when the organization has a strong ethics program. Note that we did not model a path between CEO ethical leadership and the organizational ethical culture, because corporate ethics programs do not need to be reflected in CEO ethical leadership as it is understood in behavioral terms. The CEO might or might not be a major influence in the corporate ethics program - it is altogether possible that other influences are more important here such as industry or competition constraints or the request of the supervisory board. Importantly, however, to the extent that the CEO would call a corporate ethics program into being this is not necessarily reflected in the CEO's interaction with subordinates, and the latter is where ethical leadership is understood to take place. Thus we hypothesize:
Hypothesis 3. CEO ethical leadership relates to job performance through its relationship with organizational ethical culture and therefore is positively related to job performance when the organization has a strong ethical culture.
Methods
In order to gather data about the CEO ethical leadership, organizational ethical culture and corporate ethics program, we used sampling method informant and asked to randomly selected members of the same organization to fill a web-based survey. As it is common in the top management study, the minimum number of person responsible prerequisites for inclusion in the study were three members from each organization. In order to justify aggregation of these assessments at the organizational level, we calculated the interrater agreement between the members of the organization and checked culture which interacts with the deviation should note here the recent researches of Piccolo, Greenbaum, Den Hartog, and Folger (2010) that examined the role of task significance in the relation of ethical leadership to task performance. Piccolo et al. (2010) found that ethical leadership gains the task significance, which consequently improves job performance.
The purpose of the paper is to research this question by examining the role of leader-member exchange, as a social exchange process, ethical culture, as a social learning process, and task performance, as a social identity process, in the ethical leadership - job performance relationship.
Theoretical background and hypotheses
Leader-member exchange (LMX) is defined as the quality of exchange between a supervisor and an employee (Graen and
Hypotheses
Brown and Treviño (2006) suggested that the social exchange theory and the social learning theory (SLT; Bandura, 1977, 1986) has a theoretical explanation for the relations between ethical leadership and follower behaviors. When employees realize that their supervisors provide their main interests and care, they are directed to reciprocate by developing task performance. Similarly, a social learning perspective on ethical leadership proposes that ethical leaders tend to influence followers' ethical culture because they are attractive and valid role models that finds the way to help employees to reach their potential at work (Bandura, 1986, 1997).
Though the social learning theory is not enough to explain the complex relations between the ethical leadership and employees' performance. Social identity theory (e.g., Ashforth & Mael, 1989;
Tajfel,
1981) is another intermediate theory that we believe might further help explain the relationship between ethical leadership and performance. Social identity constitutes the perception of oneness with, or belongingness to, a specific social category where individuals are intrinsically motivated to contribute to the collective good. Thus, social identity theory may complement both social exchange and social learning theories in explaining the link between ethical leadership and job performance.
In the present study, we are interested in explaining an outcome variable at the organizational level (job performance) and accordingly focus on an organizational level variable as the mediating process, i.e., ethical culture. Below, we develop hypotheses for the mediating roles of LMX and ethical culture in the ethical leadership-employee performance relationship. While the director, i.e. founder of an organization, is likely to create a certain ethical culture, the ethical culture is also subject to change through CEO succession and can be developed intentionally over time. Schein (2004) argued that leaders usually have strong beliefs and convictions about how the world functions, what purpose organizations have to serve, what role they should play in the market-space or society, and what truly motivates people. These basic values and assumptions of the CEO will find an expression in his/her conscious and unconscious behaviors (Tsui et al. 2006) and leave an imprint on what is valued and believed throughout the organization.
CEOs with high integrity and strong moral values are expected to be very sensitive in recognizing and filtering the ethical aspects of a certain decision-making situation, to process carefully such aspects and to put ethical considerations at the heart of their business decisions, thereby communicating their underlying moral value and belief of the system and positively influencing the development of a shared ethical position among organizational members. Driven by their own commitment to meta-values such as humanity, justice, responsibility, and moderation (Eisenbeiss 2012), ethical CEOs are also likely to actively promote ethics to others by setting clear expectations about the desirability of ethical conduct and the disaffirmation of unethical conduct, emphasizing transparency in ethics management or stimulating active debates about ethical questions and dilemmas in the organization - all central aspects of ethical culture (Kaptein 2008). Corroborating our reasoning, a conceptual analysis by Dickson et al. (2001) suggests that organizational culture as they provide the basis for specific leaders are able to impact ethical culture by role-modeling ethical behavior, determining what is regarded as ethically appropriate and how ethical questions and dilemmas should be dealt with in the organization. Empirical research provides indication for a positive link between ethical leadership and ethical climate (Shin 2012) or ethical unit culture, respectively (Schaubroeck et al. 2012). More indirectly speaking to the issue in a study of related concepts, Walumbwa et al. ethical culture and how the quality of a formal hierarchical ethical program directs this relationship.
Ethical culture may affect job performance through different ways. To begin with, aggregate social convictions and qualities about what is ethically right or off-base and how genuinely ethical issues ought to be taken can discover an expression in employees' practices - i.e., their day by day job instructions and their interaction with companions and bosses. For example, at the point when working in an exceedingly ethical environment which obviously empowers ethical principles and backings ethical conduct through liberal asset assignment and straightforward reward hones, employees may apply these principles, managing their co-workers and clients in a not too bad way, commonly supporting each other, and taking part in authoritative citizenship behavior (McNeely and Meglino 1994), which thus improves authoritative profitability and effectiveness and lessening organizational costs (Podsakoff et al. 2009). Second, contrary to this, ethical culture additionally passes on casual signs about the affirmation and sanctionability of untrustworthy lead and can impact to what degree employees take part in degenerating and counter productive work behaviors - including organizational property, lying, or coming late to work (Stewart et al. 2009). Experimentally, there is clear proof for the negative and cost behavioral standards of behavior. Qualitative research from Falkenberg and Herremans (1995) indicated that formal ethical control systems are important guides for employee behaviors and decisions. Via media and advertising, the integration and implementation of ethics in formal programs may also eradiate to external stakeholders - cf. customers or business partners-and thereby support the positive consequences of an organizational ethical culture outlined above.
Therefore, employees are liable to question the honesty and legitimacy of the authoritative
formal tenets and rules and may not feel bound to these arrangements. Hence we hypothesize:
Hypothesis 2. The strength of an organizational ethical culture moderates the relationship
between organizational ethical culture and job performance such that the positive relationship
between organizational ethical culture and job performance is stronger when the organization
has a strong ethics program.
CEO Ethical Leadership and Job Performance
Our analysis thus suggests that whereas CEO ethical leadership may engender the ''soft,'' informal side of the organizational ethical regulation mechanism (ethical culture), the mediated influence of ethical leadership via ethical culture on job performance will only be realized to the extent that the organization has a ''hard,'' formal ethical regulation mechanism in place (a strong ethics program). Hypothesis 3 summarizes our argumentation how and under what condition CEO ethical leadership relates to job performance: CEO ethical leadership is expected to affect job performance via organizational ethical the between the various organizations. Data for company's job performance was also taken from the organizational members and confirmed by objective performance data, through a recording and financial performance. To avoid this, the mediating and moderating variable in our model, such as CEO of ethical leadership and job performance, were evaluated by the same employees. To minimize any common source effects, we divided participants into two different groups. One of the main condition - each organization should have three respondents minimum. Then we divided the data set in two parts in case of an uneven original number of participants. First group presented the ratings of CEO's ethical leadership and ethical culture, and the second group provided ratings of the corporate ethics programs and performance of the company. In addition, we have addressed the risk to the common source offset testing discriminant validity scales that have been used for the same group of participants.
Participants and procedure
We surveyed 85 participants in the People's Republic of China, including 38 males and 47 females. The average age of them is 25-40 years old including 11 participants at the age under 25, 24 persons of 25-30 years old, 19 of 30-35 years old, 10 participants of 35-40 years old and 21 persons at the age up to 40. Among them, 51 employees worked in the company less than 5 years, 14 participants - 5-10 years, 11 employees - 10-15 years, 4 employees - 15-20 years and 5 participants worked at the company more than 20 years. According to the percentage, 44.7% of males and 55.3% of females were taken part in the survey including 12.9 % of employees at the age under 25, 28.2% of them 25-30 years old, 22.4% of 30-35 years old, 11.8% of 35-40 years old and 24.7% of participants at the age up to 40. As for about tenure, 60% of employees worked less than 5 years at the company, 16.5% - 5-10 years, 12.9% - 10-15 years, 4.7% - 15-20 years, 5.9% - more than 20 years.
Each of the participants got the letter via email or by post. The letter included the cover letter and survey form. The cover letter contained the information about the purpose of the research and its goals provided the assurance of participant confidentiality. Participants completed the personal information about sex, age and tenure. All completed survey forms were returned back via email, by post or personally. Then we sent participants a response with assurance not to use their name and contact information in the research. In order to get an objective opinion for survey the participants were chosen randomly in different organization.
Measures
The results of the survey were scaled by the method of principal component (PCA), which allows the identifying the smaller numbers of uncorrelated variables from a large set of data (Hotelling, H. (1936). Relations between two sets of variates. Biometrika, 28, 321-77). This method was developed in 1901 by Karl Pearson in order to improve principal axis theorem (Pearson, K. (1901). "On Lines and Planes of Closest Fit to Systems of Points in Space" (PDF). Philosophical Magazine. 2 (11): pp. 559-572). Lately PCA was developed by Harold Hotelling in the 1930s' (Hotelling, H. (1933). Analysis of a complex of statistical variables into principal components. (journal of Educational Psychology, 24, 417-441, and 498-520).
During the analysis we used approach of data measuring called Kaiser method (Bandalos, D.L.; Boehm-Kaufman, M.R. (2008). "Four common misconceptions in exploratory factor analysis". In Lance, Charles E.; Vandenberg, Robert J. Statistical and Methodological Myths and Urban Legends: Doctrine, Verity and Fable in the Organizational and Social Sciences. Taylor & Francis. pp. 61-87). According to the Kaiser's rule, we have to drop elements which are numbered less than 1.0 components. Obviously we dropped 1.2 element because of its component 0.5 (See Table 1 below).
Among remaining nine elements we identified the components of different variables, such as ethical leadership factor, ethical culture factor, leader-member exchange factor and job performance factor. The subscale reliability analysis summary of reliability between these factors by a Cronbach alpha function which internal consistency (Schmitt N (1996). "Uses and abuses of coefficient alpha". Psychological Assessment. 8: 350-353). Cronbach's alpha will by and large increment as the intercorrelations among test things increment, and along these lines known as an inner consistency assessment of unwavering quality of test scores. Since intercorrelations among test things are amplified when all things measure the same build, Cronbach's alpha is broadly accepted to in a roundabout way demonstrate the extent to which an arrangement of things measures a solitary unidimensional idle develop. It is anything but difficult to appear, in any case, that tests with the same test length and difference, yet diverse fundamental factorial structures can bring about the same estimations of Cronbach's alpha.
To be sure, a few specialists have demonstrated that alpha can go up against entirely high values notwithstanding when the arrangement of things measures a few inconsequential inactive constructs. Therefore, alpha is most widely used when the things measure distinctive substantive ranges inside a solitary develop. At the point when the arrangement of things measures more than one build, coefficient omega_ hierarchical is more appropriate. A usually accepted principle for describing internal consistency using Cronbach's alpha is as follows, however a more prominent number of things in the test can falsely blow up the estimation of alpha and a specimen with a slender extent can deflate it, so this rule should be used with caution. (Cortina, J.M. 1993. "What is coefficient alpha? An examination of theory and applications". Journal of Applied Psychology. 78: 98-104).
Table 1
_Results of the Survey by Principal Component Method_
_A Matrix Component_
1.1. Initiative to listen to the voices of subordinate . 828
1.2. Those would be contrary to the moral standards of education subordinate .493
1.3. In life it is ethical .771
1.4. Preoccupied with the interests of employees .809
1.5. When strive to achieve a fair and impartial decision .750
1.6. It is a trustworthy person .772
1.7. And subordinates to discuss business ethics or values .712
1.8. Ethical work, is a model we do things .771
1.9. When you define success, not only to see the results, but also look at ways to get results .770
1.10. When making decisions, emphasize doing good_.711
Extraction method: principal component.
1.2 title Component <0.5, so deleting question.
Ethical leadership. We assessed ethical leadership behavior using the method of principal component analysis and alpha component. We assessed people orientation scale based on Kalshoven et al.'s (2011) scale on environmental sustainability including question such as "When you define success, not only to see the results, but also look at ways to get results". The alpha component of ethical leadership was 0.770. The overall ethical leadership scale had an alpha ideals of clarity, achievability, supportability, coefficient of 0.913.
Leader-member exchange (LMX). We assessed leader-member exchange behavior using the method of principal component analysis and alpha component. Respondents indicated the extent to which they agreed using a 7-item scale and integrity using a 4-item scale based on the Ethical Leadership at Work Questionnaire (Kalshoven et al. 2011). The item includes "Initiative to listen to the voices of subordinate" with the CEO ethical leadership component 0.828. Fairness was measured
by using a 6-item scale based on Moorman (1991) and included questions such as "When strive to achieve a fair and with each statement. Sample items include "Preoccupied with the interests of employees" and "And subordinates to discuss business ethics or values" with alpha component of LMX 0.789 and 0.854. The overall LMX scale had an alpha coefficient of 0.905
Organizational ethical culture. We operationalized authoritative etical society by using a 46-thing scale taking into account Kaptein (2008), measuring the organizational LMX was neither significantly related to straightforwardness, discussability, congruency of administration, furthermore, sanctionability. The sample items were "In life it is ethical", "A person is a trustworthy", "Ethical work, is a model we do things" and 'When making decisions, emphasize doing good" with alpha component of organizational ethical culture 0.713, 0.848, 0.876 and 0.755. The overall ethical culture had a scale of 0.826.
Job performance. We estimated job performance using the 4-item scale from Delaney and Huselid (1996) which assesses the perceived performance of an organization in the market in relation to its industry competitors over the last 3 years. Items were rated on a 5-point Likert scale ranging from 1 (much worse) to 5 (much better). Cronbach's alpha for this scale.
Analytic strategy
Information for this study are hierarchal in nature, since employees were settled inside supervisors (every director evaluated about 3 direct reports' employment execution). In this way, we used various leveled straight demonstrating (HLM; Raudenbush and Bryk, 2002) to test our hypothesis. To encourage the understanding of the HLM results, we used grand-mean focusing for the majority of our examinations.
Results
Correlation Analysis
Table 2 below shows the correlation analysis summary of different variables such as Ethical leadership factor, Ethical Culture factor, Leader-member exchange factor and job Performance factor. As expected, the CEO ethical leadership correlated positively with organizational ethical culture. The organizational ethical culture was positively intercorrelated with job performance. The CEO ethical leadership nor to organizational ethical culture but to job performance.
Hypotheses Testing
To test our model (see Figure 1), we took after Minister et al.' (2007) methodology for investigating conditional indirect effects. Conditional indirect effects cover interceded control and directed intercession, separately, also, is characterized as ''the magnitude of an indirect effect at a particular value of a moderator (or at particular values of more than one moderator)'' (Preacher et al. 2007, p. 186). As opposed to different techniques for investigating interceded balance on the other hand directed intercession (e.g., Muller et al. 2005), the methodology created by Preacher et al. (2007) offers the possibility to precisely test theoretical expectations about what specific way of any model is directed. In spite of the fact that these relationships are showed as it was expected, they don't take into account the nested nature of the information. In this way, we depend on HLM to test our hypotheses.
According to the Table 3 below we can see the regulation role of the influence of ethical leadership into job performance. It means that ethical leadership and ethical culture of the product term has a significant coefficient assumption 1.346. Description ethical standards of ethical leadership affect the job performance of employees played a regulatory role.
The mediating role of the ethical leadership influence on the job, performance is presented in the Table 4. The table below shows that leader-member exchange regression role mediating variables is significant. After adding mediating variables, independent variables significantly decreased, indicating that leading members of the exchange of ethical leadership and the relationship between job performance have mediating effect, as part of the mediation.
Table 2
Correlation Matrix Between Variables
Ethical Ethical LMX Leadership Culture Job Performance
Variables
Ethical Leadership 1
Ethical Culture .360(**) 1
LMX .642(**) .237(*) 1
Job Performance .535(**) .194(*) .586(**) 1
Note. Internal consistency reliability (alpha) coefficients are reported in diagonal. ** Correlation is significant at the 0.01 level (2-tailed).
Hypotheses 1-3
To test our conceptual model (see Figure 1), we followed Preacher et al.' (2007) procedure for analyzing conditional indirect effects. A conditional indirect effect is defined as ''the magnitude of an indirect effect at a particular value of a moderator'' (Preacher et al. 2007, p. 186). In contrast to other methods for analyzing the conceptual model (e.g., Muller et al. 2005), the procedure developed by Preacher et al. (2007) offers the possibility to accurately test theoretical expectations about variables correlation.
Table 3
Effect of Ethical Leadership Style on Job Performance (Regulation)
Job Performance S1 Beta S2 Beta S3 Beta S4 Beta
Stepl_
Sex .057 .063 .072 .037
Age -.179 -.067 -.069 -.093
Current Company Time .109 -.026 -.026 -.052
R2 .028
F .783
Step2
Ethical Leadership 535* * * .522* * * .333* *
R2 .301
Adjusted R2 .266
△R2 .272 * * *
F 8.598 * * *
Step3
Ethical Culture .034 .116
R2 .302
Adjusted R2 .257
△R2 .001
F 6.822* * *
Step4
Ethical Leadership x .346* *
Ethical Culture
R2 .386
Adjusted R2 .339
△R2 .084 * *
F 8.165* * *
Note: The data listed in the standard p coefficient: * p <.05, ** p <.01, *** p <.001.
The method has already been successfully applied in leadership research (Eisenbeiss et al.
2008).
Preacher et al.'s (2007) procedure builds on the logic of analyses and includes four distinct steps: In the first step, the mediator variable is regressed on the independent variable, which should be a significant predictor of the mediator variable. In the second step, a multiple regression is
Following the recommendations of Aiken and West (1996), any variable used as a component of the interaction term has to be mean-centered beforehand. The third and the fourth step test the conditional indirect effect of the independent variable on the dependent variable by probing specific indirect effects of the independent variable on the dependent variable at particular values of the moderator variable. Whereas the test conducted in the third step assumes normality of sampling distribution, the test conducted in the fourth step is nonparametric and relies on a bootstrapping procedure.
Ethical Leadership
Ethical Culture
Job Performance
Leader-member Exchange
Fig. 1. Variables Correlation
The first step showed that CEO ethical leadership was positively related to organizational ethical culture and thus confirmed Hypothesis 1. The second step revealed a significant interaction effect between organizational ethical culture and organizational ethics program on job performance, supporting Hypothesis 2. Figure 1 illustrates the interaction effect between organizational ethical culture and job performance which was summarized by the recommendations From Aiken and West (1996). The third step and the fourth step are the picture of a great conditional indirect (i.e., mediated by ethical culture) effect of CEO ethical leadership on job performance with a strong ethics program. An optional method for thinking could be that organizational ethical culture influences the determination of an ethics CEO and/or whether the existing CEO participates in moral initiative (cf. Schein 2004). We nevertheless computed the converse unforeseen circuitous impact model (with hierarchical moral society as the autonomous variable, CEO ethical leadership on job performance with a strong ethics program.
Table 4
Effect of Ethical Leadership Style on Job Performance (Mediating Role)
Employees' Perfomance
S1 Beta S2 Beta S3 Beta
Stepl
Sex .057 .063 .029
Age -.179 -.067 -.098
Current Company Time .109 -.026 .024
R2 .028
F .783
Step 2
Transformational 535* * * .263*
Leadership
R2 .301
Adjusted R2 .266
△R2 .272* * *
F 8.598* * *
Step 3
Leader - Member .409* *
Exchange
R2 .396
Adjusted R2 .358
△R2 .096* *
F 10.375* * *
Note: The data listed in the standard p coefficient: * p <.05, ** p <.01, *** p <.001.
2016. № 10 (68)
1,00
0,00
0,50
Low Ethical
Leadership High
Ethical Leadership
-0,50
-1,00
Low Ethical Culture
High Ethical Culture
Fig. 2 Regulation mapping
An optional method for thinking could be that organizational ethical culture influences the determination of an ethics CEO and/or whether the existing CEO participates in moral initiative (cf. Schein 2004). We nevertheless computed the converse unforeseen circuitous impact model (with hierarchical moral society as the autonomous variable, CEO ethical leadership as the intervening variable, the corporate ethical program as the directing variable, and firm performance as the depended variable). This model was not critical, proving our investigation which progresses CEO ethical leadership as the impact on society. Hypothesis 3 could therefore be confirmed as well.
Our results showed that ethical guidelines have been positively associated with LMX, identification and organization, which, in turn, were positively related to the performance of staff activities. The consequences of our findings discussed below.
The theoretical contribution of our study is that we identified psychological processes by which ethical leadership relates to employee performance. Our research also shows that the relationship can play differently in the transition to a higher level analysis. In contrast to the positive effects of established basic ethical guidance for individual and small group performance. Our results showed small group performance. Our results showed that the CEO of ethical leadership in terms of how to increase the level of trust in employees. When a strong LMX, self-efficacy, and identification is achieved, employees likely to push harder, thereby increasing their performance.
The fact that this study established a link between ethical leadership and results, and the fact that it identifying intermediary deterrent variables are unique to the organizational level of analysis. It extends a challenge for researchers in both ethical leadership and strategic management to further interact with this study of the executive directors or senior management, ethical leadership and to explore the relationship with a variety of results on the organizational level of analysis, which connect to the ethical dimension (e.g., social and environmental investment, public ''good reputation" of the organization).
To create a better understanding of ethical leadership at individual and organizational level, it would seem, valuable to move away from the main investigation of ethical guidance only and to analyze theoretically empirically contingencies at these low level analyses.
The practical contribution of our study is the way of showing LMX, job performance, and ethical culture as mediators, our results indicate that, in determining as the impact on employee productivity, managers must consider the nature of the relationship they develop with their direct reports and subjective performance appraisals can't be likened (Bommer, Johnson, Rich, Podsakoff, and MacKenzie, 1995), we urge future researches to replicate our findings using object performance. Further, given our examination outline, we were not able have an object measure of ethical leadership. However, we calculated ethical leadership data to give a more object measure, but manipulating ethical leadership in future work could be valuable.
We also suggest that the ethical guidelines are not only appropriate to the norm, but also plays a key role in the efficient functioning of organizations. Specifically, our results demonstrate that ethical leadership can have an impact not only ethics on the results, but also in productivity. Thus,
Conclusion
organizations may be useful to emphasize, as a leader and a follower selection and training so that ethical behaviors will be exhibited and reward employees.
Limitations and conclusions
The present study has some limitations. First, in light of the fact that employees give evaluations of ethical leadership, LMX, organizational ethical culture, and job performance, the hypothesized relationships between ethical leadership and the three variables must be deciphered with alert because of same-source concerns. Future research should strive to measure all predictors and performance ideally from different sources or use controls or target results.
Second, because our study is cross-sectional by design, we cannot infer causality. Indeed, it is possible that, for example, LMX could drive perceptions of ethical leadership as opposed to the causal order we predicted. Additionally, employing an experimental research design to address causality issues would be useful. For example, a lab study could aid in making causal claims for each of the specific mediators investigated in the present study.
Third, we estimate employees' performance with assessments from their supervisors. Since earlier research has indicated meta-logically that object performance and conventional ethical training initiatives, which include ethics as a core component of all management and educational development programs.
Fourth, in spite of the fact that we examined three hypothetically important mediators and test their belongings all the while, different components could clarify the relationship between ethical leadership and employee performance. Piccolo et al. (2010) found that that task significance mediated this relationship. Future examination should give a more comprehensive test of different mediators including task significance, the mediators we surveyed, and additionally other potential mediators.
Finally, beside procedural equity, we didn't control for different types of related leadership hypotheses. Future exploration could advantage by supervising for different styles of leadership that have been found to decidedly identify with ethical leadership (Bass and Avolio, 1994) to look at whether it clarifies one more type of difference (see Brown et al., 2005; Mayer et al., in press; Walumbwa and Schaubroeck, 2009, for the case of ethical leadership impacts while supervising for related initiative styles).
In addition to providing that additional training on ethics management and behavior can be useful in general. Our results suggest the ways of communication and the ethics framework initiative. For example, our data indicate that the organization may have to explain the benefits of strong ethics and ethical leadership in terms of performance (such as making the business case for ethics). We offer that it should go beyond conventional ethical training initiatives, which include ethics as a core component of all management and educational development programs.
Challenging the traditional ''either-or" beliefs that business ethics and financial performance are mutually exclusive ends, we show that the CEO ethical leadership and performance can go well together. Theoretically and practically analyzing the relationship of ethical leadership in the organizational level of analysis, we found that the CEO ethical guidelines need to be supported by strong corporate ethics program to be useful for the company. We also identified a mechanism by which the CEO ethical guidelines related to the company's activity. In this study, we hope to encourage business ethics in decision-making and stimulate future research leadership to take more cross-disciplinary and contingency approaches.
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***
УДК 330
Ли Йи, Э. Калыбекова
ВЛИЯНИЕ ЭТИЧЕСКОГО ЛИДЕРСТВА ГЕНЕРАЛЬНОГО ДИРЕКТОРА КОМПАНИИ НА ЭФФЕКТИВНОСТЬ ЕЕ ПОВЕДЕНИЯ НА РЫНКЕ
Эффективность компании на рынке и этическое руководство исполнительного директора тесно связаны друг с другом. Крайне важно понимать механизмы их взаимодействия друг с другом. В этой статье приводятся попытки изучить концепцию и характеристики этического руководства, его влияние на эффективность деятельности компании и их соответствие друг другу. Необходимы к изучению и такие понятия как этическое руководство, корпоративная этика, эффективность деятельности и взаимоотношение лидера с подчинёнными. Кроме того, утверждается, что этическое руководство исполнительного директора должно воздействовать через корпоративную этику, что сильно увеличивает эффективность компании на рынке. В этой статье мы приводим результаты кросс-секционного исследования 85 опрошенных респондентов.
Ключевые слова: лидерство CEO, корпоративная программа этики, этическое лидерство, качество выполнения работы, организационная этическая культура, межкультурное лидерство.
