Brown, Trevino and Harrison (2005, p.l20) have defined ethical leadership as "the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two way communication, reinforcement, and decision making". The three elements of ethical leadership we distinguish are similar to the dimensions mentioned by Brown and colleagues. Drawing on their definition of ethical leadership and in line with previous research (Trevino et al., 2003), Brown et al. (2005) describe ethical leaders as honest, trustworthy, fair and caring. Such leaders make principled and fair choices and structure
work environments justly. In line with Brown et al., we see leaders' fair and moral behavior as a core component of ethical leadership and we label this component of ethical leadership the concern for morality and fairness. In sum, we distinguish morality and fairness, ethical role clarification and power sharing as components of ethical leadership at work (De Hoogh and Den Hartog, 2008).
Brown et al. (2005) hold that ethical leaders are transparent and engage in open communication, promoting and rewarding ethical conduct among followers. Following Brown et al.'s perspective yet taking a slightly broader approach, we focus on leader's transparency, engagement in open communication with followers and clarification of expectations and responsibilities so that employees are clear on what is expected from them. We label this part of ethical leadership role clarification.
The bond between ethical leaders and employees is stronger which creates a pleasurable environment at work; this therefore causes a higher commitment and decreases turnover intention (Mulki et al, 2007)
Brown, Trevino and Harrison (2005, p.l20) have defined ethical leadership as "the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two way communication, reinforcement, and decision making". The three elements of ethical leadership we distinguish are similar to the dimensions mentioned by Brown and colleagues. Drawing on their definition of ethical leadership and in line with previous research (Trevino et al., 2003), Brown et al. (2005) describe ethical leaders as honest, trustworthy, fair and caring. Such leaders make principled and fair choices and structure
work environments justly. In line with Brown et al., we see leaders' fair and moral behavior as a core component of ethical leadership and we label this component of ethical leadership the concern for morality and fairness. In sum, we distinguish morality and fairness, ethical role clarification and power sharing as components of ethical leadership at work (De Hoogh and Den Hartog, 2008).
Brown et al. (2005) hold that ethical leaders are transparent and engage in open communication, promoting and rewarding ethical conduct among followers. Following Brown et al.'s perspective yet taking a slightly broader approach, we focus on leader's transparency, engagement in open communication with followers and clarification of expectations and responsibilities so that employees are clear on what is expected from them. We label this part of ethical leadership role clarification.
The bond between ethical leaders and employees is stronger which creates a pleasurable environment at work; this therefore causes a higher commitment and decreases turnover intention (Mulki et al, 2007)
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