Ethical Dimensions of Leadership

Kanungo, Rabindra N.; Mendonça, Manuel

doi:10.4135/9781452220536

Cited by 258 publications

(30 citation statements)

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“…In the context of public administration, it is worthwhile to note that this motive based on gains may be overlooked by the potential gains an individual would expect from conducting unethical behaviour or corruption. Kanungo and Mendonca (1996) however argued that the strategy was unethical in itself, as it coerced followers and undermined their dignity, which could result in self-denial or loss of self-esteem for the benefit of the leader. Identification was described as when one accepts influence due to wanting to establish a selfdefining relationship to another person or group.…”

Section: Ethical Leadershipmentioning

confidence: 99%

Ethical Leadership in South Africa and Botswana

Cheteni

Shindika²

2017

BAR, Braz. Adm. Rev.

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This study was conducted to investigate the extent of ethical leadership practices in African public utilities, given the relatively high corruption reported in such institutions, with consequences of seriously constrained development of national economies and significant hindrance to good governance. Our aim was to establish potential benefits from ethical leadership in public sector agencies by analysing ethical leadership characteristics in the public sector from Botswana and South Africa. We measured ethical leadership perceptions utilizing a combination of scales in an attempt to encompass the larger breadth of ethical leadership scales found in the literature in order to determine how employees perceived their managers in terms of being moral people and moral managers. A total of 108 respondents completed questionnaires. Results indicate that there were significant differences between the perceptions of managers' moral conduct. South African leaders were perceived as relatively weaker moral managers as compared to those in Botswana.

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Section: Ethical Leadershipmentioning

confidence: 99%

Ethical Leadership in South Africa and Botswana

Cheteni

Shindika²

2017

BAR, Braz. Adm. Rev.

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“…Our understanding of these influence dynamics remain at a speculative level and require both theoretical development and empirical validation in future research. For instance, the process of empowerment is used to explain the charismatic/ transformational influence process (Kanungo & Mendonca, 1996a). Traditionally, empowerment has been viewed more as a transactional process of sharing power and resources.…”

Section: Future Research Agendamentioning

confidence: 99%

“…In order to achieve organizational capability to deal effectively with ethical issues, leaders need to become sensitive to their moral obligations, not only to stockholders, but also to other stakeholders — consumers, employees, suppliers, government and local communities. They need to develop a culture of work ethics within organizations that is morally defensible, and empower employees to practice such ethic in their day-to-day work behaviour (Kanungo and Mendonca, 1996a). At a personal level a leader’s intelligence, hard work, technical competence and knowledge might fail to achieve organizational objectives if the leader is “perceived as arrogant, vindictive, untrustworthy, selfish, emotional, compulsive, over-controlling, insensitive, abrasive…” (Hogan, Curphy & Hogan, 1994, p. 499).…”

Section: Changes In Corporate Environmentmentioning

confidence: 99%

“…At a personal level a leader’s intelligence, hard work, technical competence and knowledge might fail to achieve organizational objectives if the leader is “perceived as arrogant, vindictive, untrustworthy, selfish, emotional, compulsive, over-controlling, insensitive, abrasive…” (Hogan, Curphy & Hogan, 1994, p. 499). To avoid such failures a leader has to develop as a moral person with an ethical and principle governed mind-set (see Kanungo & Mendonca, 1996a for a description of such qualities).…”

Section: Changes In Corporate Environmentmentioning

confidence: 99%

“…A growing consensus is emerging among management scholars that the concept of ‘leadership’ must be distinguished from the concept of ‘supervision/managership’ for the purpose of developing future research agenda (Adler, 1997; House, 1995; Kanungo & Mendonca, 1996a; Zaleznik, 1990). A summary of how the two concepts are different is presented in Table 2.…”

Section: Identifying Leadership Roles and Influence Processesmentioning

confidence: 99%

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Leadership in organizations: Looking ahead to the 21st century.

Kanungo¹

1998

Canadian Psychology / Psychologie canadienne

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The paper highlights four major changes in the corporate environment that pose future challenges for Canadian organizations. It is argued that in order to meet these challenges, organizations need to develop adaptive capabilities. Specific leadership strategies necessary for developing such capabilities are identified. A brief review of extant leadership theories suggests that for developing adaptive capabilities, Canadian organizations would benefit most from charismatic/transformational leadership of their executives. An agenda for future research is outlined by drawing attention to a number of emerging trends in leadership research that could have significant impact on management practice in the 21st century. An individual's behaviour is a function of the person's disposition and his/her environment. The same is true of organizational behaviour. Like individual behaviours, organizational responses are determined by both the environmental demands and the capabilities of the organization to meet such demands. In fact, the start-up, survival, and growth of an organization depend upon successfully meeting the challenges posed by its environment. When the organization looses its capability to meet environmental demands, it simply dies.Organizational responses to environmental challenges are largely reflected in the type of leadership practiced by corporate executives (Hambrick &: Mason, 1984). It is the task of a leader to identify the demands of the environment through environmental scanning, and then to provide direction and support to organizational members by exercising adequate control and influence over them. Generally, the leader executes such functions that are necessary to meet the environmental demands. Schein (1992) has convincingly argued that when an organization "encounters adaptive difficulties, as its environment changes to the point where some of its assumptions are no longer valid, leadership comes into play... "(p. 2).Canadian Psychology/Psychologic canadienne, 39:1-2 Changes in Corporate EnvironmentThe business environment of 1990s is characterized by a number of changes. Compared with the 1970s and 80s, Canadian business is experiencing radical changes at a rapid pace. Specifically, changes are noticed in four areas that are going to have increasing impact on business in the 21st century. Rapid changes are taking place in (a)

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