This paper examines the critical role that organizational leaders play in establishing a values based climate. We discuss seven mechanisms by which leaders convey the importance of ethical values to members, and establish the expectations regarding ethical conduct that become engrained in the organization's climate. We also suggest that leaders at different organizational levels rely on different mechanisms to transmit values and expectations. These mechanisms then influence members' practices and expectations, further increase the salience of ethical values and result in the shared perceptions that form the organization's climate. The paper is organized in three parts. Part one begins with a brief discussion of climates regarding ethics and the critical role of values. Part two provides discussion on the mechanisms by which leaders examines ethical leadership and the critical linkages between leadership and organizational ethics. He has presented on

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We present a multi-sample multi-level approach that examines the link between leader and follower organizational identification, and follower attitudes. Study 1 comprises 367 school teachers and 60 head teachers in Germany. The results illustrate a significant relationship between head teacher and school teacher school identification. Moreover, indirect relations between head teacher school identification and school teacher job satisfaction and self-reported citizenship behaviours, mediated by school teacher school identification, are predicted and supported by the data. The findings are replicated within Study 2, comprising 233 school teachers and 22 head teachers. Finally, a third study replicates the findings in a different sector using a sample of 314 travel agents in 127 travel agencies and their leaders. Taken together, leader's self-construal in terms of the organization is related to follower organizational identification, and therefore leads to greater follower satisfaction and to a greater willingness to exert extra effort on behalf of the organization.

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