علیرضا عقیقی

Background: Each of ethical dimensions of leadership which influence employee behavior and organizational trends has a unique importance. Hence, in this research, we aim at studying the characteristics of leaders as potential predictors of an ethical leaderchr('39')s behavior. Method: The present study was descriptive and a correlational one. The total statistical population of this research was 660 managers of industrial centers and production centers of industrial towns in Hamadan, of which, using simple random sampling based on the Morgan table, the sample size of 248 people were selected. For collecting data, two standard questionnaires of personality traits and ethical leadership were used. And the proposed model was analyzed using structural equation modeling with Smart PLS 2 software. Results: The results of the research showed that the relationships between conscientiousness and agreeableness variables with ethical leadership were meaningful and positive. And the relationship between neuroticism and ethical leadership is significant, but this is a negative one. And the relationship between extraversion and openness with ethical leadership is not meaningful. Also, the results of structural equation modeling indicated that using conscientiousness, agreeableness, and neuroticism, 67%, 45%, and -47% of ethical leadership can be predicted, respectively. Conclusion: Based on the findings of the present study, by identifying and determining practical measures related to those personality characteristics of the leader which are in tandem with the ethical behavior of the leaders, it is possible to identify and select the potential ethical leaders to improve the performance of the organizations. Organizations can also choose leaders who are more likely to behave fairly, share power, and clarify roles based on employee personality abilities. The selection and development of managers who have ethical behavior is very important, because ethical misconduct can be costly and damaging to the reputation of leaders and organizations.

Background: Regarding the increasing global competition and uncertainty in todaychr(chr('39')39chr('39'))s world, employee dynamism is becoming an essential requirement for new organizations. The aim of this study is to The Role of Ethical Leadership and Proactive personality on Organizational Citizenship Behaviors(OCBs) according to the mediating role of employeeschr(chr('39')39chr('39')) emotions. Method: The research is descriptive and correlational. The statistical population of the study includes the staff of Kermanshah Petrochemical Urea and Ammonia Company with 470 people, and in the sampling process using Morgan table, a sample of 212 people was obtained. The sampling method in this study is a stratified random sampling. For collecting data, Five standard questionnaires of ethical leadership, Proactive personality, Positive emotions, Negative emotions and OCBs were used. Using SPSS and Smart PLS2 software and structural equation modeling methods, data analysis showed that ethical leadership affects employeeschr(chr('39')39chr('39')) organizational citizenship behaviors. Results: The results of the research showed that the relationships between ethical leadership with OCBs and positive emotions were meaningful and positive. And the relationship between ethical leadership and negative emotions is significant, but this is a negative one. And the relationship between Proactive personality with OCBs through the positive emotions is not meaningful. Also, the results of structural equation modeling indicated that ethical leadership 15% OCBs, ethical leadership 20% positive emotions, ethical leadership -21% negative emotions, ethical leadership 18% OCBs through the positive emotions, ethical leadership -43% OCBs through the negative emotions, Proactive personality 22% OCBs through the positive emotions, Proactive personality -32% OCBs through the negative emotions can be predicted, respectively. Conclusion: Ethical leadership also affects employeeschr(chr('39')39chr('39')) emotions. Through emotions, ethical leadership affects OCBs. Employeeschr(chr('39')39chr('39')) proactive personality does not affect OCBs through positive emotions, while this proactive personality influences OCBs through negative emotions.