Duties Owed to Organizational Citizens – Ethical Insights for Today’s Leader

Abstract

organizational citizenship behavior, social contract, ethical duties of employees, ethical duties of leaders and managers,

Enterprise Web Accessibility Levels Amongst the Forbes 250: Where Art Thou O Virtuous Leader?

“…In order to achieve this objective, we performed a study in which we chose as our sample for analysis the 250 largest enterprises of the year 2009 according to the Forbes listing of 'The Global 2000' (Forbes.com 2011). We are in agreement that organizational leaders have ethical duties towards their dedicated employees (Lee 2010;Caldwell 2011). We propose further, however, that 'societal citizenship behaviour' (SCB) is also essential, concerning ethical duties of organizational leaders towards society in general and in particular to those who have less means to assert their needs.…”

The Influence of Transformational Leadership Behaviours on Organizational Commitment in Omani Governmental Organizations

“…Employees with high organizational commitment tend to perceive their leaders as more trustworthy than employees who have low organizational commitment (Caldwell, 2011). Shamir, House, and Arthur (1993) suggest that transformational leadership role in enhancing employees' organizational commitment can be viewed as a motivational process, since transformational leaders encourage employees to exert extra effort and to think creatively about complex problems, provide positive feedback, and build commitment to the organization's strategies, mission, and objectives (Piccolo & Colquitt, 2006;Yukl, 1998).…”

Developing, Validating, and Applying a Measure of Human Quality Treatment

“…Human treatment at work has been subject to study from a variety of perspectives-especially by researchers in human behavior and psychology. For instance, scholars have attested to the need for, and importance of, respecting the human rights of their employees in order to comply with requirements of law and respect for human dignity (Arnold, 2010;Bolton, 2010;Caldwell, 2011) and to ensure distributive, procedural, and interpersonal justice (Andersson & Pearson, 1999;Ambrose et al, 2002). Others have advocated for transformative forms of leadership (e.g., ethical, servant, and responsible) in order to achieve optimal attitudes and performance from employees (Parris & Peachey, 2013;Stahl & De Luque, 2014;Bedi et al, 2016).…”

“…Items for the HQT levels were generated from numerous sources, mainly Melé (2011;2014;20162003, 2009) and Ogunyemi and Melé (2014), but also specifically for levels of maltreatment (see, e.g., Cortina et al, 2001;Matsunaga, 2010;Matthiesen & Einarsen, 2010), indifference (see, e.g., Andersson & Pearson, 1999;Cortina et al, 2001;Schneider, 1999), justice (see, e.g., Arnold, 2010;Gross, 2010;Caldwell, 2011), care (see, e.g., French & Weis, 2000;Grant, 2008;Caldwell, 2011), anddevelopment (see, e.g., Jaramillo et al, 2009;Okpara & Wynn, 2008;Weaver, 2006). Initially, sixty-seven items were generated.…”