Toor S. And Ofori G.

¶ … Toor S. And Ofori G. "Ethical Leadership: Examining the Relationship with Full

Range Leadership Model, Employee Outcomes, and Organizational Culture." Journal of Business Ethics. (2009) 90:533-547.

The article reports the results of empirical research about ethical leadership within the construction industry in Singapore. Specifically, the article discussed the connection between ethical organizational management and leadership and the effect on ethical focus and conduct within professional organizations. The authors determined generally that there is a positive correlation between ethical management attitudes and leadership and the ethical conduct of employees.

More particularly, the article details the manner in which an ethical concerns within the context of a transformational leadership style greatly increase the ethical nature of employee conduct. However, no such correlation was found connecting the transactional leadership style with ethical employee conduct. Furthermore, a negative correlation was found between the wider transactional culture within organizations (as distinct from transactional leadership) as well as between the laissez-faire leadership style.

Authors and Intended Audience

The authors were Shamas-ur-Rehman Toor, a Built Environment faculty member at the University of new South Wales in Australia and George Ofori, a faculty member at the University of Singapore. The intended audience appears to be individuals with an academic or practical interest in understanding the organizational management and leadership factors responsible for creating an ethical organizational culture within professional organizations. That would include individuals interested in industrial psychology, management, business ethics, and the psychology of leadership and employee behavior.

Mulki, JP, Jaramillo JF, and Locander WB. "Critical Role of Leadership on Ethical

Climate and Salesperson Behaviors." Journal of Business Ethics. (2009)

86:125-141.

Article Content

The article reports the results of a survey of 333 salespeople employed by a North American subsidiary of an international pharmaceutical company in connection with the effect of leadership on the ethical perspective of employees. More specifically, the article examines the manner in which managerial and organizational ethical values inspire corresponding ethical values among employees. In that regard, the authors report that organizational leaders who emphasize ethical conduct and who lead by that example and organizational cultures that promote ethical concern inspire ethical behavior on the part of employees.

In addition, the article reports that the use of the instrumental leadership style is crucial to the establishment of ethical employee behavior. Furthermore, the authors determined that ethical workplace environments are also conducive to positive influence on employee job satisfaction, satisfaction with supervisors, and with maximal vocational effort.