Assessing School Principals' Ethical Leadership Behaviours: A Cross-Sectional Study Among Turkish Teachers

Authors

  • Hilal Büyükgöze Department of Educational Sciences, Hacettepe University, Ankara

DOI:

https://doi.org/10.52634/mier/2017/v7/i1/1433

Keywords:

Ethical Leadership, School Principals, Teachers, Morality.

Abstract

Ethical leadership has become prominent in the leadership literature recently. The aim of the current study was to assess school principals' ethical leadership behaviours in Turkish context. School principals' ethical leadership behaviours were measured by Ethical Leadership Scale, developed by Brown, Trevino and Harrison (2005), and adapted into Turkish by Tuna, Bircan and Ye?ilta? (2012). Internal consistency of the instrument was investigated by Cronbach's alpha value, and the construct validity of the scale was tested on LISREL by confirmatory factor analysis. Data was analysed by ttest and ANOVA. Findings revealed that participant teachers' opinions regarding school principals' ethical leadership behaviours did not differ in relation to gender, tenure and educational background. However, high school teachers were found to perceive that their school principals behaved more ethically than primary and secondary school principals. Results have been discussed along with the limitations of the study.

Downloads

Download data is not yet available.

Metrics

Metrics Loading ...

Downloads

Published

2017-05-10

How to Cite

Hilal Büyükgöze. (2017). Assessing School Principals’ Ethical Leadership Behaviours: A Cross-Sectional Study Among Turkish Teachers. MIER Journal of Educational Studies Trends and Practices, 7(1), 42–50. https://doi.org/10.52634/mier/2017/v7/i1/1433

Issue

Section

Articles

References

Aronson, E. (2001). Integrating leadership styles and ethical perspectives. Canadian Journal of Administrative Sciences, 18(4), 244-256.

Avey, J. B., Palanski, M. E., & Walumbwa, F. O. (2011). When leadership goes unnoticed: The moderating role of follower self-esteem on the relationship between ethical and follower behavior. Journal of Business Ethics, 98, 573-582.

Avey, J. B., Wernsing, T. S., & Palanski, M. E. (2012). Exploring the process of ethical leadership: The mediating role of employee voice and psychological ownership. Journal of Business Ethics, 107, 21-34.

Bachmann, B. (2016). Literature review: The evolution of ethical leadership. Ethical Leadership in Organizations, 27-63.

Badrinarayanan, V., Ramachandran, I., & Madhavaram, S. (2017). Abstract: Mirroring the boss: Influence of ethical leadership on salesperson ethical behavior and performance. In Stieler, M. (eds.). Creating marketing magic and innovative future marketing trends: Developments in marketing science: Proceedings of the academy of marketing science. Springer: Cham.

Brown, M. E., & Trevino, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 595-616.

Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134.

Eisenbeiss, S. A. (2012). Re-thinking ethical leadership: An interdisciplinary integrative approach. The Leadership Quarterly, 23, 791-808.

Fraenkel, J. R., & Wallen, N. E. (2006). How to design and evaluate research in education (6th ed.). New York, NY: McGraw Hill Publishing.

Galloway, M. K., & Ishimaru, A. M. (2017). Equitable leadership on the ground: Converging on high-leverage practices. Education Policy Analysis Archives, 25(2), 1-36.

Jöreskog, K. G., & Sörbom, D. (1993). LISREL® 8: Structural equation modeling with SIMPLIS™ command language. Chicago, IL: ScientiWc Software International Inc.

Kacmar, K. M., Bachrach, D. G., Harris, K. J., & Zivnuska, S. (2011). Fostering good citizenship through ethical leadership: Exploring the moderating role of gender and organizational politics. Journal of Applied Psychology, 96(3), 633-642.

Khuntia, R., & Suar, D. (2004). A scale to assess ethical leadership of Indian private and public sector managers. Journal of Business Ethics, 49, 13-26.

Kim, W. G., & Brymer, R. A. (2011). The effects of ethical leadership on manager job satisfaction, commitment, behavioural outcomes, and firm performance. International Journal of Hospitality Management, 30, 10201026.

Kline, R. B. (2005). Principles and practice of structural equation modeling (2nd ed.). New York: Guilford Press.

Lahey, T., Pepe, J., & Nelson, W. (2017). Principles of ethical leadership illustrated by institutional management of Prion contamination of neurosurgical instruments. Cambridge Quarterly of Healthcare Ethics, 26, 173-179.

Mahsud, R., Yukl, G., & Prussia, G. (2010). Leader empathy, ethical leadership, and relations-oriented behaviours as antecedents of leader-member exchange quality. Journal of Managerial Psychology, 25(6), 561-577.

Mayer, D. M., Kuenzi, M., & Greenbaum, R. L. (2010). Examining the link between ethical leadership and employee misconduct: The mediating role of ethical climate. Journal of Business Ethics, 95, 7-16.

Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. B. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behaviour and Human Decision Processes, 108, 1-13.

Minja, D. M. (2017). Rethinking ethical leadership in Kenya: Adopting a new paradigm. The Journal of Values-Based Leadership, 10(1), 1-13.

Neubert, M. J., Carlson, D. S., Kacmar, K. M., Roberts, J. A., & Chonko, L. B.(2009). The virtuous influence of ethical leadership behaviour: Evidence from the field. Journal of Business Ethics, 90, 157-170.

Northouse, P. G. (2013). Leadership: Theory and practice (6th ed.). California: Sage Publications.

Piccolo, R. F., Greenbaum, R., Den Hartog, D. N., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics.Journal of Organizational Behavior, 31, 259-278.

Salamon, T., Milfelner, B., & Belak, J. (2017). Ethical culture as a predictor of late payments. Kybernetes, 46(4), 1-35.

Shin, Y. (2012). CEO ethical leadership, ethical climate, climate strength, and collective organizational citizenship behaviour. Journal of Business Ethics, 108, 299-312.

Sinha, S. (2017). Aspire to build an ethical and sustainable organization? Renew thyself! Strategic Direction, 33(1), 7-9.

Smit, M. (2017). A narrative research design into the moral courage of professionals. Perspectives on Philosophy of Management and Business Ethics, 51, 61-71.

Stouten, J., Baillien, E., Den Broeck, A. V., Camps, J., De Witte, H., & Euwema, M. (2010). Discouraging bullying: The role of ethical leadership and its effects on the work environment. Journal of Business Ethics, 95, 17-27.

Toor, S., & Ofori, G. (2009). Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90, 533-547.

Tuna, M., Bircan, H., & Yeşiltaş, M. (2012). Etik Liderlik Ölçeği'nin geçerlilik ve güvenilirlik çalışması: Antalya örneği. Atatürk Üniversitesi İktisadi ve İdari Bilimler Dergisi, 26(2), 143-155.

Walumbwa, F. O., Hartnell, C. A., & Misati, E. (2017). Does ethical leadership enhance group learning behavior? Examining the mediating influence of group ethical conduct, justice climate, and peer justice. Journal of Business Research, 72, 14-23.

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), 1275-1286.

Wang, A., Chiang, J. T., Chou, W., & Cheng, B. (2017). One definition, different manifestations:Investigating ethical leadership in the Chinese context. Asia Pacific Journal of Management. doi: 10.1007/s10490-016-9495-7.

Wu, Y. (2017). Mechanisms linking ethical leadership to ethical sales behavior. Psychological Reports, 1-24. doi: 10.1177/0033294117693594.

Zhu, W., May, D. R., & Avolio, B. J. (2004). The impacts of ethical leadership behavior on employee outcomes: The roles of psychological empowerment and authenticity. Journal of Leadership and Organizational Studies, 11(1), 16-26.