Comparative analysis of ethical leadership and ethical culture in local government

Abstract

PurposeThe purpose of this paper is to understand the role of ethical leadership and ethical culture as a safeguard against corruption.Design/methodology/approachUsing survey data from public managers in local authorities in The Netherlands, Serbia, Montenegro and the USA in a comparative study.FindingsThe USA and The Netherlands, generally, display higher levels of organizational integrity than Montenegro and Serbia. Second, the strongest effects of ethical leadership were found in Montenegro. Third, in all four countries a rule‐based approach to ethics dominated.Research limitations/implicationsIt is difficult to determine the extent to which survey participants felt free to express their true opinions. Different social values need to be included as part of any comparative analysis.Practical implicationsThe role of ethical leadership is crucial; the importance of laws and rules underpinning ethical conduct cannot be underestimated.Originality/valueThe paper contributes to the growing interest in comparative studies.

Does a Public Service Ethic Encourage Ethical Behaviour? Public Service Motivation, Ethical Leadership and the Willingness to Report Ethical Problems

“…In recognition of this need, an increasing number of studies have begun to focus on the role that leadership can play in encouraging ethical behaviour in government organizations (Berman et al ; Caillier ), with a growing focus on ethical leadership as a new leadership construct (West and Berman ; Kaptein et al ; Kolthoff et al ; Hassan et al ; Hassan ). At the same time, a second stream of research has begun to investigate how employee characteristics and values may play an important role in encouraging ethical behaviour by looking at the relationship between PSM and ethical thinking or intention (Brewer and Selden ; Lim Choi ; Kwon ; Caillier ; Stazyk and Davis ).…”

“…The antecedents of ethical leadership in government or its relationship with PSM, however, are yet to be examined. While one stream of research has begun to investigate the relationship between PSM and ethical reasoning (Lim Choi ; Stazyk and Davis ), recognition (Kwon ) or whistleblowing (Caillier ) and another has focused on ethical leadership in government organizations (Berman et al ; Kaptein et al ; Kolthoff et al ; Hassan et al ; Hassan ), this study is the first to directly connect these literatures by investigating the relationship between ethical leadership and PSM.…”

“…Ethical leaders are not only expected to conduct themselves in an ethical manner but also to actively promote ethical behaviour among their followers by clearly communicating and enforcing their ethical expectations of others (Brown and Treviño 2006). Consistent with these expectations, ethical leadership in government organizations has been found to be associated with increased use of ethical training and monitoring employee adherence to a code of ethics (West and Berman 2004), fewer integrity violations (Kolthoff et al 2010), and also an increased willingness to report ethical violations and a decrease in the improper use of sick leave (Hassan et al 2014). The antecedents of ethical leadership in government or its relationship with PSM, however, are yet to be examined.…”

“…In addition to concerns about whether we can hold government accountable for desired policy outcomes, decreasing trust levels also reflect concerns that the actions of public administrators during policy implementation are driven by self‐interest rather than the interests of the larger public or community (Vigoda‐Gadot ; Villoria et al ). Such concerns are mirrored by government employee surveys that suggest that unethical behaviour remains widespread in government (Kaptein et al ; Ethics Resource Center ; Kolthoff et al ; OPM ) and that government employees do not feel they can report suspected ethical violations without retribution or even that appropriate actions to address their concerns would be taken even if they were reported (Kaptein et al ; Near and Miceli ; Caillier ; OPM ). Research is needed to identify the processes by which ethical behaviour can be encouraged and strengthened in government organizations.…”

“…The purpose of this article is to advance our understanding of and confidence in the connection between PSM and ethical conduct in the public sector by investigating the relationship between PSM and ethical leadership. Although there is a growing literature investigating the role of PSM in ethical behaviour (Lim Choi ; Kwon ; Caillier ; Stazyk and Davis ) and another focused on ethical leadership in public organizations (Kaptein et al ; Kolthoff et al ; Hassan et al ; Hassan ), this study is the first to directly connect these literatures by investigating the relationship between ethical leadership and PSM. Building on these literatures and using data collected through a survey from employees working in a state agency, we develop and find support for three hypotheses: first, supervisors with higher self‐reported PSM are more likely to be perceived by their subordinates as exhibiting ethical leadership; second, supervisors exhibiting higher ethical leadership are more likely to have subordinates with higher levels of PSM; and third, subordinates with higher PSM express a higher willingness to report unethical behaviour of others within their agency.…”