Expert answer:Essay on Transformational Leadership styles

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Relationship between Ethical Leadership and Sustainability in Small
Businesses
David Christopher Amisano
Walden University
Peter Anthony
Walden University
Since the 2008 financial crisis, business leaders have faced uncertainty regarding the impact of ethical
leadership behaviors. Because small business leadership involves multiple facets of behavior and
decision-making, small business leaders may have an insufficient understanding of the impact of ethical
leadership behaviors on sustainability. The purpose of this study was to examine the relationship between
ethical leadership and financial, social, and environmental sustainability in small businesses. The
participants were 80 members of a Miami, Florida chamber of commerce. Correlation analysis and
Bonferroni corrected calculation indicated significant relationships (p < .001) between ethical leadership behaviors and social and environmental sustainability. INTRODUCTION As universities created business schools in the early 20th century, business ethics as a discipline began to move into the forefront of education and practice (Abend, 2013). Between 2008 and 2009, the Association of Certified Fraud Examiners found 1,843 fraud cases in the United States that cost businesses nearly 5% of their annual revenue (Austill, 2011). The causes of the 2008 U.S. market collapse are numerous, including a lack of ethical behavior on the part of financial institution leaders through secondary mortgage markets, derivatives, and unprincipled groupthink (Austill, 2011); increased risktaking, even in conservative companies (Adelson, 2013); and perhaps decision-making under anxiety about the future in a speculative market (Parguez & Thabet, 2013). Companies involved in all of these events relied on their leaders to conduct business ethically while maintaining stakeholder interests and also to ensure the environmental, social, and financial well-being of the firm. Recessions, such as the U.S. one that began in 2008, tend to generate more careful, more focused, and more price-concerned consumer behaviors (Hampson & McGoldrick, 2013). By the end of 2008, U.S. consumers brought spending on durable goods down by over $200 billion as compared to the previous year (Bureau of Labor Statistics, 2014). However, reduced spending is not the only customer issue that businesses face in the wake of the 2008 recession. A greater perception of unethical business practice is problematic because it may lead to lower levels of consumer trust in a company (Leonidou et al., 2013). Trust in a company has a positive impact on both intent to purchase and word of mouth behaviors in consumers, and the perception of transparency can affect consumer trust (Kang & Hustvedt, 2014). If the 76 Journal of Leadership, Accountability and Ethics Vol. 14(3) 2017 public cannot trust businesses, and by implication their leaders, and continues to reduce spending because of lack of trust, transparency, and income, businesses may face a long recovery from a recession. Since the 2008 U.S. economic crisis, business leaders’ ethical behavior has also been under scrutiny. However, business leaders face uncertainty about their ethical actions and responsibilities because few ethical leadership norms establish appropriate ways in which to act (Eisenbeiss, 2012). Recent studies have attempted to define ethical behaviors by classifying leader actions according to their own descriptions (Eisenbeiss, 2012). Bagdasarov et al. (2016) suggested adding a sensemaking dimension to existing ethical decision-making models to enable leaders to fine-tune ethical decisions. In addition, researchers linked supervisory failure to unethical management behaviors (Ladany, 2014). However, to augment ethical decision-making and unethical behaviors, researchers measured the relationship between ethical leadership and employee and organizational performance, including impacts on supervisory-rated performance (Walumbwa et al., 2010). Researchers have also investigated influences on employee satisfaction, commitment, and organizational citizenship (Ruiz et al., 2011). Other studies have linked employee perception of ethical leadership to their perception of strategy (Tutar et al., 2011) as well as ethical leadership to corporate social responsibility (Zhu et al., 2014). Because of the connections between ethics and sustainability, as well as the impact of the unethical practice upon consumer behavior, an unethical culture could influence business sustainability. Small business leaders may be in a position to shape ethical culture and sustainability. However, some small business managers and owners lack an understanding of the correlation between ethical leadership behaviors and businesses’ financial, social, and environmental sustainability. LITERATURE REVIEW The literature regarding ethical leadership and financial, social, and environmental responsibility facilitates the examination of the relationship between ethical leadership and sustainability. The primary themes in the literature are individual and organizational outcomes of ethical leadership, as well as leadership influences upon the three sustainability factors. The literature themes also include ethical practices and their influences. Individual and Behavioral Influences of Ethical Leadership The influences of ethical leadership are present in organizations via leader orientations to ethics, ethical decision-making, and individual behaviors in the workplace. Eisenbeiss (2012) identified four ethical leadership orientations through qualitative studies of organizational leaders. The four orientations were humane, justice, responsibility and sustainability, and moderation (Eisenbeiss, 2012). Eisenbeiss also suggested that moderation could be one of the key orientations, and that future research should focus on a contingency orientation. Brown et al. (2005) developed a measurement for ethical leadership through seven studies of MBA and doctoral students, employees, and employee groups in a financial firm. According to the Brown et al. (2005) measurement instrument, ethical leadership arose out of the perception that leaders measured success by its means and not solely the outcome, were fair in decisionmaking, were trustworthy, and acted with employee best interest in mind. Kalshoven et al. (2011) developed an ethical leadership at work instrument and determined that ethical leaders had orientations to people, fairness, sustainability, and integrity, while being open to sharing power and providing clear ethical guidance. Individual behavioral outcomes of ethical leadership expand to employee perceptions and intellectual capital (Mete, 2013; Tu & Lu, 2013; Zoghbi-Manrique-de-Lara & Suárez-Acosta, 2014). In a study of Spanish hotel workers, perceptions of ethical leadership had a positive relationship with interactional justice towards peers, or perceptions of employee mistreatment (Zoghbi-Manrique-de-Lara & SuárezAcosta, 2014). In relation to intellectual elements, Bouckenooghe et al. (2015) determined that supervisor ethical leadership had a positive relationship with follower psychological capital, including hope, resilience, self-efficacy, and optimism. For employees in a Turkish aviation firm, ethical leadership had a positive relationship with employee perceptions of organizational justice, and organizational justice was a Journal of Leadership, Accountability and Ethics Vol. 14(3) 2017 77 partial mediator between ethical leadership and organizational misbehavior (Demirtas, 2015). With front line workers in a Chinese auto manufacturer and technology company, ethical leadership had a positive relationship with innovative behaviors on the job (Tu & Lu, 2013). The indication from these studies is that ethical leadership behaviors can reduce cynicism and increase feelings of ownership, satisfaction, and innovation. Organizational Performance Outcomes of Ethical Leadership The literature indicates that ethical leadership has an influence on (a) job satisfaction, (b) organizational commitment, (c) organizational citizenship, (d) turnover intent, and (e) stress (Çelik et al., 2015; Demirtas & Akdogan, 2015; Shin et al., 2015; Walumbwa et al., 2010; Yang, 2014). In a study of supervisors and their direct reports in a Chinese pharmaceutical company, ethical leadership had a positive relationship with performance (Walumbwa et al., 2010). Simultaneously, leader-member exchange, self-efficacy, and organizational identification were facilitators of the ethical leadership and supervisory-rated performance relationship (Walumbwa et al., 2010). In a study across Korean industries, management ethical leadership was a predictor of ethical and procedural justice climates, which were then mediators on organizational citizenship behavior at the firm level as well as firm financial performance (Shin et al., 2015). At the organizational level, ethical leadership behaviors may influence employee identification as well as performance. In a related study of Romanian workers in construction and metal products companies, ethical leadership had a positive relationship with followers’ relational identification with both leader and organization (Zhu et al., 2015). Relational identification was a mediator between ethical leadership and follower voice behavior, while identification with the organization was a mediator between ethical leadership and follower voice behavior, that is, follower willingness to speak up for the benefit of the organization (Zhu et al., 2015). Followers’ identification with organization and identification with their relationship with the leader served as mediators between ethical leadership and job performance (Zhu et al., 2015). The literature on performance and ethical leadership indicate that ethical leadership may be a conduit between multiple factors and eventual performance and organizational behavior outcomes. In addition, ethical leadership in supervisors seems to lead to highly rated employee performance. The literature also highlights links between ethical leadership and behavioral factors that could influence organizational performance, including job satisfaction, commitment, organizational citizenship, turnover, and stress. In a study of 391 Turkish hotel workers, ethical leadership had a positive relationship with job satisfaction and with employees’ level of organizational commitment (Çelik et al., 2015). As a mediator, organizational commitment had a positive relationship with job satisfaction (Çelik et al., 2015). As a connection to previous studies, ethical leadership relates positively to organizational outcomes such as satisfaction and turnover. Ethical leadership may increase satisfaction and commitment and reduce turnover and conflict. In the Spanish banking and insurance industries, ethical leadership at supervisory and executive levels had positive relationships with employee job satisfaction, organizational commitment, and organizational citizenship (Ruiz et al., 2011). Both ethical leadership levels had negative relationships with the intent to leave (Ruiz et al., 2011). However, supervisory ethical leadership was an intermediary between executive ethical leadership and the job-related factors (Ruiz et al., 2011). At another level of influence, Zhou and Shi (2014) found that ethical leadership was a moderator between leader-member exchange differentiation and team conflict. A stronger moderation relationship existed when ethical leadership was low (Zhou & Shi, 2014). The influence of ethical leadership seems to reduce conflict and potential turnover, but at the same time may make employees more committed to the organization. Although some links between ethical leadership and performance outcomes are indirect or moderated, the impact to organizational performance appears to be strong. Influences on the Integration of Environmental and Corporate Social Responsibility Financial benefits may be one reason behind why firms adopt environmental sustainability programs. In a study of 51 U.S. manufacturing firms on the Dow Jones Sustainability Index (DJSI), on the average, 78 Journal of Leadership, Accountability and Ethics Vol. 14(3) 2017 the financial payoff from high order sustainability initiatives was better than the payoff from low order sustainability initiatives, where high order initiatives generated new products or processes and low order initiatives only changed current products and processes (Kurapatskie & Darnall, 2013). In an analysis of corporate environmental and corporate financial performance reporting from 1970 to 2009, smaller firms received as much financial benefit as larger firms regarding environmental responsibility (Dixon-Fowler et al., 2013). In addition, the environmental performance element had the most consistent influence on financial performance, as measured by both short- and long-term indicators such as stock price, return on assets (ROA), and return on equity (ROE) (Dixon-Fowler et al., 2013). Another element in the generation of environmental sustainability from the literature is the nonleadership rationale behind the integration of the environment into business practice. In a study of large German companies, Windolph et al. (2014) analyzed the company functional areas requiring increased sustainability management to determine the overall motivation for the implementation of sustainable practices. Key motivators were the creation of legitimacy and market success, while a less important motivator was the desire to improve internal functions (Windolph et al., 2014). This research indicates that some leaders view sustainability as an appropriate choice based largely on external factors as opposed to internal. Other reasons for environmental sustainability seem to be less altruistic. At the organizational level, Zaman (2013) asserted that a reason for commitment to the environment other than altruism was due to the specific environmental risks of doing business. Risks included those related to general health, such as factory emissions, synthetic pesticides, and carbon monoxide (Zaman, 2013). Additional reasons included ecological risks that stemmed from the use of nonrenewable energy sources and land transformation, as well as economic risks caused by damage to people and physical property due to the health and ecological risks present in business processes (Zaman, 2013). Delmas and Pekovic (2013) determined that organizations with environmental practices in place had higher labor productivity as well as effective training and communication. However, in a study of Canadian manufacturing firms, managers’ personal environmental values had a positive relationship with their organizational citizenship behaviors for the environment (Boiral et al., 2015). In this sense, environmental sustainability may arise from risk, compliance, and productivity concerns and not necessarily from altruism. Corporate social responsibility appears in the literature as related to leadership, business processes, and even values. After a meta-analysis of the literature related to the connections between leadership and CSR, Christensen et al. (2014) contended that servant leadership was an important facet of the connections between leadership and CSR. Under this framework, leaders engender trust that can generate ethics and value creation, which are antecedents to CSR (Christensen et al., 2014). Follower rating of transformational leadership had a positive relationship with leader CSR values and follower stakeholder CSR values (Groves, 2014). The values of leader stakeholders were also moderators between transformational leadership and follower stakeholder values (Groves, 2014). Among 122 organizational leaders and 458 subordinates, the leadership style and thus a relationship with CSR was dependent on the perception of leader ethics (Groves & La Rocca, 2011). Subordinates rated their leaders as transformational if they perceived them as moral altruists but as transactional if they perceived the leader as utilitarian in ethical approach (Groves & La Rocca, 2011). In line with this conclusion, the study indicated that transformational leadership had a positive relationship with the value subordinates placed on CSR (Groves & La Rocca, 2011). From this perspective, transformational and transactional leadership influence CSR and its value, but leader ethics may also have an effect on that relationship. A final element in the literature relates to the integration of business processes and frameworks as a support for CSR. Godkin (2015) proposed that mid-level managers should begin to recognize employee engagement behaviors and channel that engagement into long-term CSR. Under this model, mid-level managers should become aware of employees who are ethical champions or employees who simply tell the truth (Godkin, 2015). In a content analysis of the top 50 companies on the Australian Securities Exchange, Klettner et al. (2014) examined annual and sustainability reports as well as company websites and asserted that these companies were in the process of integrating CSR into core business strategy. This assertion arose from the fact that 36 of the top 50 included sustainability information as part of the annual Journal of Leadership, Accountability and Ethics Vol. 14(3) 2017 79 report and 27 issued a separate sustainability report, as well as from evidence that 22 companies had identified a board committee on sustainability (Klettner et al., 2014). Hahn et al. (2015) proposed an integration and understanding of the organizational, economic, and social tensions that arise due to CSR. Under the framework, business leaders can identify the tensions, define the rationale underlying the tensions, and generate solution strategies (Hahn et al., 2015). Influences on Firm Financial Performance As with environmental sustainability, the discussion of the literature on ethics, ethical leadership, and financial performance involves the reasoning and subsequent impacts of unethical or illegal behavior on firm performance. Executives who displayed overconfident behaviors were more likely to be involved in manipulation of financial reporting (Plöckinger et al., 2016). An executive’s age, length of service and education reduced tolerance for risk in financial reporting, although one executive with concentrated power appeared to generate lower quality reporting (Plöckinger et al., 2016). In 128 banks with 164 legal violations between them, legal violations had a negative impact on financial performance and that the negative effect increased with the level of violation seriousness (Zeidan, 2013). In addition, multiple violations had a higher negative impact on financial performance (Zeidan, 2013). Although an earnings restatement is not necessarily illegal or unethical, nor do legal violations have a proven link to unethical behavior, they do have potentially negative impacts on firm financial performance. Ethics also has links to financial reporting. Chief Financial Officers (CFOs) with a low level of earnings management ethics were more likely to report larger discretionary expense accruals when an individual financial incentive conflicted with an organizational incentive (Beaudoin et al., 2015). In fact, the conflict in incentives was a moderator between the CFOs’ tendency to become morally disengaged and decisions regarding discretionary accruals (Beaudoin et al., 2015). Working professionals and accountants were more likely to view questionable practices that affected reporting outcomes from an ethically situational perspective as opposed to an organizational outcome perspective (Walker & Fleischman, 2013). In the same study, ethical behaviors had a positive relationship with ethical judgment (Walker & Fleischman, 2013). The presence of audit functions as well as situational thinking and judgment could bring ethics into financial reporting decisions. METHODOLOGY The purpose of ... Purchase answer to see full attachment

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