Ethics lead the way despite organizational politics

Başar, Ufuk; Sığrı, Ünsal; Basım, H. Nejat

doi:10.1007/s13520-017-0084-8

Cited by 9 publications

(6 citation statements)

References 47 publications

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“…Organizational politics, in general, represents unofficial, self-serving, and sometimes behind-the-scenes behaviors to influence others, accumulate power, sell ideas, or attain predetermined objectives ( Bauer and Erdogan, 2012 ). Therefore, employees usually perceive organizational politics as unethical, unfair, and unjust behavior ( Başar et al., 2018 ; Bodla et al., 2014 ). The literature clearly indicates that perceived organizational politics (POP) is a genuine culprit of generating various negative employee outcomes ( Baloch et al., 2017 ; Karatepe, 2013 ; Landells and Albrecht, 2019 ; Saleem, 2015 ).…”

Section: Introductionmentioning

confidence: 99%

The mediating effect of interpersonal distrust on the relationship between perceived organizational politics and workplace ostracism in higher education institutions

Karim

Majid

Omar

et al. 2021

Heliyon

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The mediating effect of interpersonal distrust on the relationship between perceived organizational politics and workplace ostracism in Higher Education Institutions, HELIYON, https://doi.org/10.1016/ j.heliyon.2021.e07280. This is a PDF file of an article that has undergone enhancements after acceptance, such as the addition of a cover page and metadata, and formatting for readability, but it is not yet the definitive version of record. This version will undergo additional copyediting, typesetting and review before it is published in its final form, but we are providing this version to give early visibility of the article. Please note that, during the production process, errors may be discovered which could affect the content, and all legal disclaimers that apply to the journal pertain.

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Section: Introductionmentioning

confidence: 99%

The mediating effect of interpersonal distrust on the relationship between perceived organizational politics and workplace ostracism in higher education institutions

Karim

Majid

Omar

et al. 2021

Heliyon

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“…In addition to ethical leadership, an equally important factor that affects an entire team is politics (e.g. Başar et al, 2017;Liu, 2017;Rawwas et al, 2018;Thompson et al, 2017), which is defined as social influence attempts directed at those who can provide rewards that will help promote or protect the self-interests of the actor in a team (Harris et al, 2005;Vinaa and Hassanb, 2017). Politics and ethical leadership represent critical political and ethical exertion of power that can deviate or improve the development of team performance (e.g.…”

mentioning

confidence: 99%

Modeling team performance from the perspective of politics and ethical leadership

Lin

Liu

Chiu

et al. 2019

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Purpose The purpose of this paper is to develop and test a model of team performance by applying social exchange and social capital perspectives in a single model setting. It hypothesizes that team performance is indirectly affected by politics through leader–member capitalization (LMC) and by ethical leadership through leader–member exchange (LMX). Meanwhile, team identification is hypothesized to moderate the relationships between politics and LMC and between ethical leadership and LMX. Design/methodology/approach The hypotheses of this study were empirically tested using a survey of work teams from the banking and insurance industry in Taipei, Taiwan. Findings The relationship between team performance and ethical leadership is fully mediated by LMX, while the indirect relationship between team performance and politics is mediated via both LMC and LMX. Team identification positively moderates the relationship between ethical leadership and LMX. Originality/value This study is one of the few to examine the mediating roles of LMC and LMX simultaneously in team performance development. This study provides several key findings that complement the existing literature by evaluating fresh associations among LMC, LMX and their determinants and moderator.

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“…Employees feel valued and worthy and showcase higher performance and efficiency, resulting in a higher organizational outcome. Başar et al ( 2018 ) studied the employee of an Istanbul bank and found that when ethics take priority, destructive leadership tends to get suppressed. In such a scenario, employee voices become part of the organizational culture.…”

Section: Discussion and Implicationmentioning

confidence: 99%

“…Unless and until there is innovation, creativity, and positive contribution from the employees, the organization cannot achieve its goals and vision. Hence, we may argue that an organization’s productivity is based purely on the “human Factor” (Başar et al, 2018 ; Anwar and Abdullah, 2021 ). Yet, researchers have been asking whether organizations are conscientiously developing the human factor in the organization (Başar et al, 2018 ).…”

Section: Introductionmentioning

confidence: 99%

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An empirical study on the impact of employee voice and silence on destructive leadership and organizational culture

Joseph

Shetty

2022

Asian J Bus Ethics

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This paper is an outcome of the business ethics course conducted during the third semester of the MBA course and aims to examine how a subordinate employee’s response, either by raising a concern or being quiet to repeated misbehavior of the leader, impacts an organization. Primary data was collected from the employees of mid-sized IT companies in India using a five-point Likert scale questionnaire. Structural equation modeling has been used to analyze the data. Mediation analysis has been conducted to verify the mediating role of organizational culture. It is found that if an employee feels safe in an environment, they open up to suggestions or else suppress their thoughts to escape repercussion. The analysis shows that silence and voice in an organization have an impact on the organization’s culture. The implications of this study show that leaders violate the integrity of the organization by vandalizing the organization's objectives, outcomes, assets, and well-being of the co-employees. Previous studies have not focused on the mediating role of organizational culture on employee voice or silence.

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Ethics lead the way despite organizational politics

Cited by 9 publications

References 47 publications

The mediating effect of interpersonal distrust on the relationship between perceived organizational politics and workplace ostracism in higher education institutions

The mediating effect of interpersonal distrust on the relationship between perceived organizational politics and workplace ostracism in higher education institutions

Modeling team performance from the perspective of politics and ethical leadership

An empirical study on the impact of employee voice and silence on destructive leadership and organizational culture

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