Main Article Content
Separation of strategic approaches and morals prompted various business outrages and untrustworthy practices in working environments. This encouraged researchers and practice holders to examine significance of ethical quality at work environment. In particular, the job that moral chiefs play in advancing positive representative practices is urgent. This examination article has featured the part of moral innovators in molding whistleblowing goals of their subordinates. Alongside, this exploration article has likewise researched the part of good character. An aggregate of four speculations, analyzing the immediate impact of moral initiative on moral personality and whistleblowing expectations and meditational job of good character were proposed. This exploration article embraced a period slacked research article plan and gathered data from representative friend dyads at three focuses on schedule. Number of respondents was 214; Cross-sectional technique was used for data collection. Respondents were selected from different services organizations from Multan. Data was analysed on SPSS and AMOS. Results were obtained by applying reliability test, ANOVA, Correlation test, and regression test by using PROCESS Macro. Results gained verified that the role of ethical leaders in shaping moral identity of employees as well as their whistleblowing intentions. The findings suggest that employees working under ethical leaders are inclined to stand up against malevolent and unethical practices taking place at their workplace. Thus, organizations must hire leaders with higher ethical inclinations and also train the existing leaders about importance of ethics. Moreover, this research article has highlighted multiple avenues for future research.
This work is licensed under a Creative Commons Attribution 4.0 International License.
Aquino, K., & Reed, I. I. (2002). The self-importance of moral identity. Journal of personality and social psychology, 83(6), 14-23.
Aquino, K., Freeman, D., Reed II, A., Lim, V. K., & Felps, W. (2009). Testing a social-cognitive model of moral behaviour: the interactive influence of situations and moral identity centrality. Journal of Personality and Social Psychology, 97(1), 123-130.
Aquino, K., mcferran, B., & Laven, M. (2011). Moral identity and the experience of moral elevation in response to acts of uncommon goodness. Journal of Personality and Social Psychology, 100(4), 703-707.
Bhal, K. T., Verma, M., Gupta, B., & Dadhich, A. (2019, July). Ethical Leadership and Internal Whistle-Blowing: A Moderated Mediation Model. In Academy of Management Proceedings (Vol. 2019, No. 1, p. 16133). Briarcliff Manor, NY.
Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
Callahan, E. S., & Dworkin, T. M. (2000). The state of state whistle blower protection. Am. Bus. LJ, 38, 99-104.
Chen, A. S. Y., & Hou, Y. H. (2016). The effects of ethical leadership, voice behaviour and climates for innovation on creativity: A moderated mediation examination. The Leadership Quarterly, 27(1), 1-13.
Chiu, R. K. (2002). Ethical judgement, locus of control, and whistleblowing intention: A case study of mainland Chinese MBA students. Managerial Auditing Journal, 23, 66-75.
Christensen-Salem, A., Walumbwa, F. O., Babalola, M. T., Guo, L., & Misati, E. (2020). A multilevel analysis of the relationship between ethical leadership and ostracism: The roles of relational climate, employee mindfulness, and work unit structure. Journal of Business Ethics, 10, 1-20.
Dalton, D., & Radtke, R. R. (2013). The joint effects of Machiavellianism and ethical environment on whistle-blowing. Journal of business ethics, 117(1), 153-172.
Ferreira, A. I. (2017). Leader and peer ethical behavior influences on job embeddedness. Journal of Leadership & Organizational Studies, 24(3), 345-356.
Grojean, M. W., Resick, C. J., Dickson, M. W., & Smith, D. B. (2004). Leaders, values, and organizational climate: Examining leadership strategies for establishing an organizational climate regarding ethics. Journal of business ethics, 55(3), 223-241.
Islam, T., Ahmed, I., & Ali, G. (2019). Effects of ethical leadership on bullying and voice behaviour among nurses: mediating role of organizational identification, poor working condition and workload. Leadership in Health Services, 32(1), 2-17.
Kuenzi, M., Mayer, D. M., & Greenbaum, R. L. (2020). Creating an ethical organizational environment: The relationship between ethical leadership, ethical organizational climate, and unethical behavior. Personnel Psychology, 73(1), 43-71.
Lam, L. W., Loi, R., Chan, K. W., & Liu, Y. (2016). Voice more and stay longer: How ethical leaders influence employee voice and exit intentions. Business Ethics Quarterly, 26(3), 277-300.
Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2019). Taking stock of moral approaches to leadership: An integrative review of ethical, authentic, and servant leadership. Academy of Management Annals, 13(1), 148-187.
Lewis, D. (2002). Whistleblowing procedures at work: what are the implications for human resource practitioners?. Business Ethics: A European review, 11(3), 202-209.
Liu, S. M., Liao, J. Q., & Wei, H. (2015). Authentic leadership and whistleblowing: Mediating roles of psychological safety and personal identification. Journal of Business Ethics, 131(1), 107-119.
Mayer, D. M., Aquino, K., Greenbaum, R. L., & Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1), 151-171.
Miceli, M. P., & Near, J. P. (1985). Characteristics of organizational climate and perceived wrongdoing associated with whistle‐blowing decisions. Personnel Psychology, 38(3), 525-544.
Moore, C., Mayer, D. M., Chiang, F. F., Crossley, C., Karlesky, M. J., & Birtch, T. A. (2019). Leaders matter morally: The role of ethical leadership in shaping employee moral cognition and misconduct. Journal of Applied Psychology, 104(1), 123-132.
Wen, P., & Chen, C. (2016). How does ethical leadership influence employees' whistleblowing intention? Evidence from China. Social Behavior and Personality: An International Journal, 44(8), 1255-1266.
O’Keefe, D. F., Messervey, D., & Squires, E. C. (2018). Promoting ethical and prosocial behavior: The combined effect of ethical leadership and coworker ethicality. Ethics & Behavior, 28(3), 235-260.
Ouakouak, M. L., Zaitouni, M. G., & Arya, B. (2020). Ethical leadership, emotional leadership, and quitting intentions in public organizations. Leadership & Organization Development Journal.
Park, H., & Blenkinsopp, J. (2009). Whistleblowing as planned behavior–A survey of South Korean police officers. Journal of Business Ethics, 85(4), 545-556.
Park, H., Blenkinsopp, J., Oktem, M. K., & Omurgonulsen, U. (2008). Cultural orientation and attitudes toward different forms of whistleblowing: A comparison of South Korea, Turkey, and the UK. Journal of Business Ethics, 82(4), 929-939.
Patrick, R. B., Bodine, A. J., Gibbs, J. C., & Basinger, K. S. (2018). What accounts for prosocial behavior? roles of moral identity, moral judgment, and self-efficacy beliefs. The Journal of Genetic Psychology, 179(5), 231-245.
Saha, R., Cerchione, R., Singh, R., & Dahiya, R. (2019). Effect of ethical leadership and corporate social responsibility on firm performance: A systematic review. Corporate Social Responsibility and Environmental Management, 132-137.
Sharif, M. M., & Scandura, T. A. (2014). Do perceptions of ethical conduct matter during organizational change? Ethical leadership and employee involvement. Journal of Business Ethics, 124(2), 185-196.
Singh, J., Verbeke, W., & Rhoads, G. K. (1996). Do organizational practices matter in role stress processes? A study of direct and moderating effects for marketing-oriented boundary spanners. Journal of Marketing, 60(3), 69-86.
Tajfel, H., & Turner, J. C. (1985). The social identity theory of intergroup behavior. In S. Worchel & W. G. Austin (Eds.), Psychology of intergroup relations (2nd ed., pp. 7-24). Chicago: Nelson-Hall.
Tu, Y., Lu, X., Choi, J. N., & Guo, W. (2019). Ethical leadership and team-level creativity: mediation of psychological safety climate and moderation of supervisor support for creativity. Journal of Business Ethics, 159(2), 551-565.
Vallacher, R. R., Nowak, A., & Zochowski, M. (2005). Dynamics of social coordination: The synchronization of internal states in close relationships. Interaction Studies, 6(1), 35-52.
Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275.
Yukl, G., & Chavez, C. (2002). Influence tactics and leader effectiveness. Leadership, 139-165.
Zhou, H., Sheng, X., He, Y., & Qian, X. (2020). Ethical Leadership as the Reliever of Frontline Service Employees’ Emotional Exhaustion: A Moderated Mediation Model. International Journal of Environmental Research and Public Health, 17(3), 976-987.