Please use this identifier to cite or link to this item: https://doi.org/10.1007/s10551-009-0059-3
Title: Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture
Authors: Toor, S.-R.
Ofori, G. 
Keywords: Employee outcomes
Ethical leadership
Full range leadership model
Organizational culture
Issue Date: 2009
Citation: Toor, S.-R., Ofori, G. (2009). Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics 90 (4) : 533-547. ScholarBank@NUS Repository. https://doi.org/10.1007/s10551-009-0059-3
Abstract: Leadership which lacks ethical conduct can be dangerous, destructive, and even toxic. Ethical leadership, though well discussed in the literature, has been tested empirically as a construct in very few studies. An empirical investigation of ethical leadership in Singapore's construction industry is reported. It is found that ethical leadership is positively and significantly associated with transformational leadership, transformational culture of organization, contingent reward dimension of transactional leadership, leader effectiveness, employee willingness to put in extra effort, and employee satisfaction with the leader. However, it is also found that ethical leadership bears no correlations with transactional leadership. Also, it is negatively correlated with laissez-faire leadership and transactional culture of the organization. The findings also reveal that ethical leadership plays a mediating role in the relationship between employee outcomes and organizational culture. Practical implications of these findings are discussed. Directions for future research are also suggested. © Springer 2009.
Source Title: Journal of Business Ethics
URI: http://scholarbank.nus.edu.sg/handle/10635/113999
ISSN: 01674544
DOI: 10.1007/s10551-009-0059-3
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