Ethical leadership

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.

Background: Since preparation of financial statements is responsibility of the management of the Company, so the type of management personality is one of the critical factors influencing their behavior in performing earnings management. As a result, the dark (negative) personality dimensions can play an effective role in earnings management. On the other hand, ethical leadership can act as a moderating factor; this research measures the effect of ethical leadership style on reducing dark personality dimensions (Machiavellianism, psychopathy, narcissism) of effective person in earnings management. Methods: The data of 77 companies listed in the Tehran Stock Exchange (TSE) and Iran Fara Bourse (IFB) from 2011 to 2018 used in this research for testing the hypotheses. Also, the linear regression test and structural equations model used. Results: The results show that most of the effective persons in earnings management are the CEOs of companies. The results also indicate a positive relationship between ethical leadership and dark personality dimensions (Machiavellianism, psychopathy, narcissism). Conclusion: The results indicate a positive relationship between ethical leadership and the dimensions of the dark personality; This is due to the closeness of dimension of "Narcissism" to the issues of intrinsic leadership, and on the other hand, this issue could be considered close to the perspective of the person involved in earnings management and supervisors and lack of belief in ethical supervision and leadership.

Purpose: The purpose of this study was to investigate the relationship between the ethical leadership with organizational citizenship behavior and the school principals’ performance (Case study: elementary schools in Tehran) in the academic year of 2017-2018. Methodology: The research method was applied in terms of purpose and descriptive-correlation in terms of the data collection. The population consisted of all 1353 elementary school principals in Tehran; 298 people (159 female principals and 139 male principals), were used as sample size using Morgan table and a stratified random sampling. The method of data collection was based on three questionnaires: Ethical Leadership Standard Questionnaire by De Hoogh & Den Hartog (2008), Organizational Citizenship Behavior Standard Questionnaire by Podsakoff et al. (1990), and Principals’ Performance Questionnaire by Patterson (1992; translated by Shekarshekan & Arsهادی, 2007). The reliability of this questionnaire was calculated more than 0.7 using Cronbach's alpha method for all dimensions of the questionnaire, which indicates the reliability of the research instrument. Content validity and construct validity were used to calculate the validity. The results indicated the validity of the research instrument. The data analysis was performed using SPSS-22 software in a significant level of 0.05 and in two descriptive and inferential parts (Pearson correlation coefficient test and single-variable and multiple-variable regression analysis). Findings: The results of data analysis showed that there was a positive and significant relationship between ethical leadership with the organizational citizenship behavior and principals’ performance; in other words, the principals’ performance increased with the increase of organizational citizenship behavior; also, the principals’ performance increased with the increase of ethical leadership. Conclusion: The predictive components of "fairness", "transparency of role" and "power sharing" have the potential to predict the organizational citizenship behavior and the principals’ performance.

Introduction: The purpose of the current study is analyzing the moderating role of ethical leadership in relation to the effect of market orientation and technological innovation on business performance of companies producing saffron in Iran. Material & Methods: The current study is of descriptive-correlational type, in terms of nature, and it is at the level of applied-developmental studies, in terms of objectives. The statistical population of the study includes the managers and employees of 58 companies which are members of the union, out of which 232 individuals who had the ability to answer the questions were selected, and by referring to the Morgan Table, the sample size was determined to be 144 individuals. Considering the higher number of questionnaires distributed, 147 questionnaires were taken into consideration for analysis, and the hypotheses of the study were analyzed by employing the statistical test of partial least squares structural equation modeling. Results: The findings of the study showed that the market orientation and technological innovation significantly affect the business performance. Moreover, the moderating role of ethical leadership in relation to the effect of market orientation on the business performance was proved; however, the moderating role of ethical leadership in relation to the effect of technological innovations on the business performance was not proved. Conclusion: Considering the statistical results, the variables of market orientation and technological innovation, and also the moderating role of ethical leadership in market orientation positively affect the business performance of companies, but the moderating role of ethical leadership in relation to the effect of technological innovations on the business performance was not proved

Purpose: The purpose of this study was to investigate the effect of ethics-oriented leadership and political skills of digital organizational developments on accounting students' perceptions. Method: The study population in this study was accounting students in Shiraz. The statistical population of this study includes all accounting students in Shiraz, whose number is 850 people. The number of samples was 265 based on the Morgan table. 400 questionnaires were distributed electronically and randomly and 265 questionnaires were selected. After data collection, structural equations were analyzed using SPSS and SMART PLS software. Findings: Based on the results, ethical leadership has a positive and significant relationship with accounting students' perception of leadership effectiveness. Political skills have a negative and significant relationship with accounting students' perception of leadership effectiveness. Machiavellianism mediates the role of leadership in the relationship between ethical leadership and accounting students' perceptions of leadership effectiveness. Machiavellianism has an increasing mediating role in political skills and accounting students' perceptions of leadership effectiveness. Conclusion: This article is practical. Therefore, its main contribution is to clarify the discussion about the impact of digital transformation in the accounting sector and the importance of accounting ethics in the digital age. Nevertheless, the results can be interesting for researchers, policymakers, teachers, professional institutions, and accounting professionals.

Introduction: Ethical leadership is leadership focused on appropriate behavior through respect for ethics and values, as well as the rights and dignity of others. Ethical leadership can add value to businesses by motivating employees and fulfilling company values. Therefore, the present research was conducted with the aim of analyzing the relationship between ethical leadership and cooperative social responsibility and the moral climate of the organization. Material & Methods: The current research is applied in terms of purpose and descriptive and correlational in terms of data collection method. The statistical population of this research included all employees of Management and Science University (MSU) in Malaysia. Among them, 200 people were selected as the research sample using a simple random sampling method. A standard questionnaire was used to collect data. The data was analyzed by structural equation modeling method. Results: The results of statistical analysis showed that ethical leadership has a direct and positive effect on cooperative social responsibility and ethical climate. Also, moral climate has a direct and positive effect on cooperative social responsibility. At the same time, ethical leadership has an indirect and positive effect on cooperative social responsibility through the mediation of ethical climate. Conclusion: Ethical leadership can affect their social responsibility by inspiring employees to motivate and align with the company's values. The results of this research showed that ethical leadership leads to greater employee satisfaction and collaborative responsibility and leads to the formation of an ethical atmosphere in the organization

Method: This study is practical in terms of purpose, and descriptive correlational in terms of method. The statistical population includes all teachers from second normal secondary schools in the first and second districts of Sanandaj city during the academic year of 2021-2, totalling 686 individuals. A sample size of 343 was selected using a simple random sampling method. Data was collected through three questionnaires: The 10-Item Ethical Leadership Scale by Brown and Trevino (2005), The 12-Item Collective Efficacy Questionnaire by Goddard (2001), and The 9-Item Questionnaire by Schaufeli et al. (2002) utilizing a five-point Likert scale. The face validity of the questionnaires was confirmed through expert opinions, while their construct validity was established by Confirmatory Factor Analysis (CFA). To ensure questionnaire reliability, the Cronbach’s alpha coefficient was utilized. The resulting reliability coefficients for the ethical leadership, self-efficacy, and job involvement questionnaires were 0.91, 0.72, and 0.93, respectively. After verifying that the parametric assumptions were met, the data was analysed using Pearson’s correlation test and structural equation modelling via SPSS software. The results revealed a favourable fit for the research’s structural model, indicating a direct relationship between the ethical leadership style of school managers and teachers’ collective efficacy and job involvement. Furthermore, the ethical leadership status of school managers emerged as a significant predictor for teachers’ levels of collective efficacy and job involvement. These findings suggest that demonstrating ethical leadership behaviours can enhance teachers’ self-efficacy, thereby fostering greater passion and job involvement among them