Validity Evidence of the Ethical Leadership Behavior Scale (ELBS)

Abstract

The study gathered evidence of validity based on the internal structure and relations with external variables of the Ethical Leadership Behavior Scale. The study participants were 405 workers of both sexes (64.7% female), aged 19-69 years (M = 35.7; SD = 10.9), who answered the Brazilian version of the scale and instruments to assess other constructs. The confirmatory factor analyses pointed to a final version of 35 items concentrated in a single factor, with an internal consistency index of 0.96. In the validity evidence in relation to external variables, the scale was positively and moderately correlated with work engagement, job satisfaction, and affective organizational commitment; weakly and positively with general mental health; and weakly and negatively with burnout. The future use of the scale in organizational research and diagnostics on ethical leadership behavior is recommended.

Psychometric properties of leadership scales for health professionals: a systematic review

“…These properties have similarly been found to be strong in the wider literature regarding testing of leadership scales with non-health professional samples [ 77 , 97 – 100 ]. For example, the Servant Leadership Survey (SLS), which has been validated with 638 workers in three Spanish speaking countries (Spain, Argentina and Mexico) [ 99 ], the Ethical Leadership Behaviour Scale (ELBS) [ 98 ], which has been validated with 405 workers in Brazil, the School Counsellors Leadership Survey (SCLS) [ 97 ], which has been validated with 776 school counsellors and school counselling supervisors in the USA, and the Implementation Leadership Scale (ILS) [ 77 ], which has been cross-validated with 214 child-welfare providers in the USA. Glasgow et al [ 101 ] suggest that a scale with acceptable internal consistency may also have a high number of items and consequently be more burdensome for users [ 101 ].…”

Characteristics of Ethical Leadership: Themes Identification Through Convergent Parallel Mixed Method Design From the Pakistan Context

“…Fairness, as suggested by Treviño et al (2003), Brown et al (2005), De Hoogh andDen Hartog (2008), Kalshoven et al (2011a), Resick et al (2011), Yukl et al (2013, Ko et al (2017), andFilho et al (2019), is seen as an important form of ethical leader behavior and explained as making fair and just-based objective decisions and not discriminate against others. So, ethical leaders treat others fairly by making principled and fair choices, not practicing favoritism, and taking responsibility for their actions.…”

“…This study emphasizes the persondriven antecedents and characteristics of ethical leadership (Hunt, 1991). The themes/constructs were identified that were repetitively occurring in exhaustive systematic literature reviews (Treviño et al, 2000(Treviño et al, , 2003Brown and Treviño, 2006;Resick et al, 2011;Eisenbeiß and Giessner, 2012;Eisenbeiß and Brodbeck, 2014;Ko et al, 2017;Kimura and Nishikawa, 2018;Magalhães et al, 2019) and consistently prevailing in different scales on ethical leadership were identified (Brown et al, 2005;Weaver et al, 2005;Resick et al, 2006;Riggio et al, 2010;Kalshoven et al, 2011b;Moorman et al, 2012;Yukl et al, 2013;Langlois et al, 2014;Zhu et al, 2017;Filho et al, 2019;Zappalà and Toscano, 2020). Treviño et al (2000) reported that traits such as trustworthiness and honesty contribute to one aspect that respondent called "moral person."…”

“…People orientation and consideration, as coined by Kanungo and Conger (1993) and suggested by Treviño et al (2003), Resick et al (2006), Resick et al (2011), Kalshoven et al (2011a), Filho et al (2019), and Zappalà and Toscano (2020), is the dimension of ethical leadership. It means showing respect for others and treating them with dignity and respect.…”

Engajamento no Trabalho: Conceitos, Teorias e Agenda de Pesquisa para o Setor Público.

“…A despeito dessas especificidades, os estudos trazem algumas evidências sobre variáveis preditivas testadas em trabalhadores brasileiros. Entre os preditores positivos estão a articulação entre valores pessoais e valores organizacionais (Andrade, 2019), práticas gerenciais e liderança (Novaes, Ferreira, & Garbado-Martins, 2019;Andrade, 2019;Silva, Ferreira, & Valentini, 2019;Oliveira & Rocha, 2017), participação na tomada de decisão (Chinelato, Ferreira, & Valentini, 2019), percepção de justiça no trabalho -distributiva e interpessoal (Andrade, 2019;Oliveira & Ferreira, 2016) -, resiliência (Oliveira & Ferreira, 2016), avaliação autorreferente, percepção de práticas de recursos humanos (Oliveira & Rocha, 2017;Chambel & Farina, 2015), boas relações no ambiente de trabalho (Santos, Castanheira, Chambel, Amarante, & Costa, 2017), autenticidade (Reis, Trullen, & Story, 2016), idade e experiência (Silva et al, 2020) e redesenho do trabalho (Chinelato, Ferreira, & Valentini, 2015).…”