BMAL 501 LU Ethical Leadership Literature Review assignments.pdf

Abstract, Literature Review Outline, and Annotated Bibliography

Quiana Goodman

Liberty University

BMAL501: Strategic Leadership and Management

Valerena Candy

June 11, 2023

Abstract

This assortment of articles investigates the connection between ethical leadership and

different representative results, for example, the natural feeling of responsibility, work

commitment, inventiveness, worker voice, economical execution, and creative work conduct.

The examinations explore this relationship's intervening and directing systems, including

profound obligation, work responsibility, authoritative commitment, individual credits, and

moral environment. The creators' exploration gives experimental proof and hypothetical bits of

knowledge into the effect of moral authority on representative ways of behaving and

perspectives. These discoveries add to an exhaustive comprehension of influential moral

positions in hierarchical viability and deal with valuable ramifications for leaders in advancing

ethical ways of behaving, representative voice, reasonable practices, and imaginative work

conduct. These articles give essential knowledge and structures to future exploration of moral

administration and its association suggestions.

Annotated Bibliography on Ethical Leadership

Asif, M., Qing, M., Hwang, J., & Shi, H. (2019). Ethical Leadership, Affective Commitment,

Work Engagement, and Creativity: Testing a Multiple Mediation Approach.

Sustainability,11(16), 4489.

The selected article investigates the connection between ethical leadership and different

employee outcomes pertaining to affective commitment, work commitment, and

creativity. The article also utilizes a different intervention to examine the interceding jobs

of emotional responsibility and work commitment in the connection between moral

initiative and imagination.

Muhammad Asif, Miao Qing, Jinsoo Hwang, and Hao Shi are the article's writers. The

authors' qualifications are not unequivocally expressed in the annotation, but their

affiliations are listed, which showcases that they are qualified in the areas of expertise of

public affairs, hospitality management, and ethics.

This article provides important insights regarding the significance of my research on

ethical leadership. It researches the relationship between ethical leadership and affective

commitment, work commitment, and creativity, which are critical parts of authoritative

viability. By utilizing various intercession approaches, the article thoroughly

comprehends the hidden components through which moral initiative impacts employee

outcomes.

The article is useful for my literature review as it tends to a particular part of ethical

leadership and its impact on employee outcomes. It gives empirical evidence and

theoretical insights of knowledge into the interceding roles of emotional responsibility

and work commitment, adding to a more nuanced comprehension of the relationship.

While the article's focal point adjusts well to my exploration, it is essential to consider

different sources to guarantee a thorough review of the literature on ethical leadership.

This article will add to my research paper by giving supporting evidence and hypothetical

viewpoints on the connection between ethical leadership and employee outcomes.

Cheng, J., Bai, H., & Hu, C. (2022). The Relationship Between Ethical Leadership and

Employee Voice: The Roles of Error Management Climate and Organizational

Commitment. Journal of Management & Organization, 28(1), 58-76.

This article looks at the relationship between managerial ethics and outspoken staff

conduct, especially from the perspective of a flawed handling climate's intermediary

influence and the dampening impact of a worker's loyalty to the firm. The three-stage

Chinese study reveals that the error-managing atmosphere is an intermediary in the

association between responsible leadership and outspoken behavior. Furthermore, it

highlights how an employee's devotion to the organization moderated the relationship

between the error-monitoring atmosphere and loud conduct. The findings give useful

practical as well as theoretical observations, which are thoroughly examined.

In addition, the article also relates to a company's perspective concerning mistakes,

regardless of whether they are perceived as opportunities for development or as mistakes.

This atmosphere is believed to coordinate the interaction between moral leadership and

worker opinion, influencing how moral leadership procedures promote or discourage

employees from expressing their thoughts, ideas, or reservations.

In contrast, the article also covers the aspect of "organizational commitment," which

refers to an employee's psychological connection and feeling of devotion to their

company. According to the article, this commitment can help control the link between the

erroneous management atmosphere and employees' opinions. This might imply that a

worker's level of loyalty to the organization may enhance or conceal the influence of the

mistake supervision atmosphere on their propensity to speak out.

The article's authors are Jin Cheng, Haiqing Bai, and Caixia Hu. The authors are qualified

since extensive efforts have been made toward this research article. This includes time

and energy spent on designing the study, analyzing the data, and writing the manuscript.

Apart from this, the work done towards research design, data collection, or data analysis

is quite appreciable and shows commendable efforts made by the authors.

This article is also relevant to my research for several reasons. Firstly, the concept of

ethical leadership is vividly covered in this article as the influence of ethical leadership

style has been analyzed and how it plays with the efficiency of employees. Secondly, it

helps identify the link between ethical leadership and employee voice. Employee voice,

or desire to express ideas, opinions, or worries, frequently improves organizational

effectiveness. Thirdly, This article can provide leaders with practical ideas on enhancing

their moral management and creating an environment that supports employee voice.

Furthermore, it contributes to the philosophical comprehension of ethical leadership and

its implications for enterprises.

This source is helpful as it helps in shaping the overall context of the literature review.

This article's introduction and discussion portions might help grasp the larger context and

importance of ethical leadership. This might help establish the tone for the research study

by emphasizing the significance of ethical leadership and its effects on the opinions of

staff members. Secondly, This article's findings and analysis significantly explain the

links between ethical leadership, handling errors atmosphere, organizational commitment,

and employees' opinions. These may be used as proof and instances of how ethical

leading works. Thirdly, The conceptual framework and assumptions presented in this

article concerning the mediating and mitigating roles of error management atmosphere

and organizational commitment can help to gain a greater knowledge of the principles

underpinning ethical leadership practice.

With ethical leadership as the study subject of choice, this article is neither too wide nor

too restricted. It delves into one particular facet of ethical leadership—the link between

ethical leadership and employee voice—and covers intervening and regulating variables

that give more detailed insights. As a result, it may give useful and particular information

without restricting the scope of the investigation or overpowering it with irrelevant facts.

The research could help develop the theoretical framework for the research paper. The

findings on the moderating influence of organizational commitment and the mediation

role of the correction atmosphere might aid in developing a theoretical structure or

model. Likewise, it could also help in the effective development of hypotheses by

replicating the experiments. Lastly, the results and implications from the study could

prove to be helpful in the classification of the arguments and provision of better

assertions.

Overall, the article is quite valuable and comprehensive for the research as it is very

relevant to the research topic and could help generate a more specific research paper.

Moreover, theoretical and practical implications could be derived from the study, helping

in advanced academic research and arriving at real-world implications. Lastly, because

the study was done in China, there is a need to evaluate cultural variables as well as the

degree to which the results may be extended to other cultural contexts.

Dey, M., Bhattacharjee, S., Mahmood, M., Uddin, M. A., & Biswas, S. R. (2022). Ethical

Leadership for Better Sustainable Performance: Role of Employee Values, Behavior and

Ethical Climate. Journal of Cleaner Production,337, 130527.

The relationship between ethical leadership, employee values and behavior, and the

ethical climate within an organization is explored in depth in the article mentioned above.

The authors of the article are Mouri Dey, Swadip Bhattacharjee, Monowar Mahmood,

Aftab Uddin, and Shetu Ranjan Biswas. The writers' academic affiliations and experience

in the field of organizational behavior and sustainability attest to their credentials as

researchers in the field. This article has been very helpful in the studies of ethical

leadership since it delves into how ethical leadership influences the eco-conscious actions

and long-term success of an organization's workforce. Adding to the conversation is the

study's emphasis on the mediating function of ethical atmosphere between ethical

leadership and employee behavior. This article sheds light on this topic for a wide range

of fields by studying it in the context of the manufacturing sector.

This source will be useful for the literature review because it provides a holistic

framework that considers ethical leadership, employee behavior, and sustainability. The

results and implications of this research help the reader better understand the connection

between ethical leadership practices and the sustainable actions of individuals within and

outside of businesses. The manufacturing industry is the primary subject of the article,

but the lessons learned there can be applied to other fields as well. The scope of the study

offered in this article is just right as it considers the broader implications for sustainable

performance while providing a deep study of the specific linkages between ethical

leadership, employee behavior, and ethical climate. As this research paper progresses on

the effect of ethical leadership on enhancing viable behaviors and propelling beneficial

organizational results, it will refer back to this article for its insightful findings and

theoretical framework.

Iqbal, Z. A., Abid, G., Contreras, F., Hassan, Q., & Zafar, R. (2020). Ethical Leadership and

Innovative Work Behavior: The Mediating Role of Individual Attributes. Journal of Open

Innovation: Technology, Market, and Complexity, 6(3), 68.

The authors Zulfiqar Ahmed Iqbal, Ghulam Abid, Francoise Contreras, Qandeel Hassan,

and Rabbia Zafar examine the link between ethical leadership and creative approaches to

the workplace. The researchers gathered information from service industry workers in the

UK and Pakistan by having them fill out online questionnaires. These results provide

empirical support for the proposed paradigm by demonstrating the links between ethical

leadership and creative approaches to the workplace. The authors contend that a culture

of ethical leadership creates a setting where workers feel comfortable trying out novel

approaches to problems.

This source is particularly important to the study of ethical leadership because it provides

empirical evidence of the link between ethical leadership and novel approaches to the

workplace. Personal traits are stressed throughout the study as important mediators

between ethical leadership and employee behavior. The authors present a more in-depth

knowledge of the underlying mechanisms through which ethical leadership fosters

optimistic attitudes and mental health. Furthermore, self-reporting survey questionnaires

are used to collect employees' subjective perceptions. Publication in the Journal of Open

Innovation lends academic rigor and legitimacy to the information it contains.

This article presents an in-depth analysis of the factors contributing to an ethical leader's

ability to inspire creative problem-solving. While the written work provides some

valuable insights into this particular area, it may be criticized for being too limited in its

scope because it does not thoroughly investigate other possible elements impacting

innovative work behavior. Ethical leadership and employees' innovative conduct in the

workplace are linked, but this relationship is difficult to disentangle without a methodical

examination of the mediating mechanisms.

This article is worthy of inclusion in the research paper's literature review as it deepens

the reader's understanding of how ethical leadership affects innovative behavior in the

workplace. The research's findings will be used to stress the value of ethical leadership in

creating a pleasant workplace environment conducive to generating and implementing

unique ideas. The focus of the given research is congruent with the article's examination

of the specific processes through which ethical leadership affects innovative work

behavior. The research provides data that supports the argument for promoting ethical

leadership practices in businesses.

All authors are recognized authorities in their professions, and their work provides

organizations with actionable data, theories, and suggestions. The study's emphasis on the

mediating effect of human qualities helps clarify the connection between ethical

leadership and innovative acts on the job. As mentioned above, the reading is relevant

since it delves into how a person's character influences their ethical leadership style. The

aforementioned source is anticipated to be an important part of the literature review,

offering strong evidence to support the study's main claim that ethical leadership

significantly affects workers' tendency to engage in creative problem-solving on the job.

Kaptein, M. (2019). The Moral Entrepreneur: A New Component of Ethical Leadership. Journal

of Business Ethics, 156, 1135-1150.

The article provides credence to an essential component, namely the pioneering moral

entrepreneur who establishes a whole new canon of ethical principles. The study of the

causes and effects of ethical leadership could gain something from an understanding of

moral entrepreneurship, a facet of ethical leadership that is not as often recognized as it

should be. This article looks at two outcomes that have gotten little attention in the

previous research and eight characteristics that contribute to ethical leadership.

According to the study's findings, there is a connection between impending moral

challenges and the practice of moral entrepreneurship. The concept of ethical leadership

is the subject of this investigation, which takes a look at it in a way that is both critical

and helpful. Leaders who uphold strong ethical principles do more than just conform to

preexisting norms; they actively contribute to forming such norms. The article's author is

Muel Kaptein. Their qualifications are clear since they received their education from an

esteemed university and in the subject they cover in their article.

The information is relevant to my research because it argues that leaders who fail to

establish new ethical criteria are not always unethical in every situation. The

circumstance's particulars determine whether moral entrepreneurship is necessary and

whether or not it deserves credit. This source fits into my research topic because it

demonstrates that the occurrence and urgency of moral concerns for which morality is

either absent or insufficient is a crucial precursor for the emergence of morally

enlightened business models. The source will be used in the literature review because the

literature on ethical leadership is sparse in both theory and instances of moral

entrepreneurship; this research looked at the roots of moral entrepreneurship and its

implications, which also makes the source helpful.

The research will fit into my research paper because it contends that managers should not

only adhere to preexisting norms and push their subordinates to do the same, but they

should also explore the possibility of creating new ethical standards, act on such

possibilities when they appear, and urge their subordinates to do the same. In addition,

managers should evaluate the possibility of establishing new ethical standards and

encourage their subordinates to do the same. Regarding the overall assessment, the

research presents a theoretical framework that, if adopted, may make moral business

practices widely practiced and guidelines for doing so.

Koay, K. Y., & Lim, P. K. (2022). Ethical Leadership and Knowledge Hiding: Testing the

Mediating and Moderating Mechanisms. Journal of Knowledge Management, 26(3),

574-591.

Lian Yeik Koay and Pang Kiam Lim's article delves into how knowledge concealment

affects a leader's moral authority. The mechanisms of mediation and regulation that shape

this connection are analyzed. The study uses survey responses from 329 employees at

various companies to examine the link between moral leadership and employees'

propensity to withhold information from superiors. According to the results, trust

moderates the negative association between ethical leadership and the harboring of

secrets. Both authors possess higher levels of education which thereby highlights their

credibility. Even though the annotation does not detail their experiences, the point that

their article was printed in the Journal of Information Organization displays they are

specialists in the field. They possess the appropriate educational background and have

researched leadership and knowledge management issues.

Research on ethical leadership may benefit significantly from this primary source. The

findings of this research may provide light on the link between ethical leadership

practices and workplace disclosure and concealment. This article fits well with the topic

of research on ethical leadership. Particular attention is paid to how ethical leadership

influences knowledge concealment, an integral part of honest behavior in business. The

study of mediating and moderating processes deepens our understanding of how ethical

leadership influences knowledge-related behaviors within a team or organization. In the

literature review, the paper will support the assertion that moral leadership is crucial for

promoting knowledge sharing and discouraging knowledge hoarding.

The source is helpful because it adds to what is already known about ethical leadership

and information concealment by presenting empirical facts. The study's methodology and

statistical analysis give the research credibility and make it a valuable resource for

theoretical debates and real-world applications. This essay examines the effect that

ethical leadership has on keeping information secret. While it does not give an exhaustive

survey of moral leadership, it does provide a close look at one crucial topic. This study

will supplement the research report by providing real-world data and insights on the

relationship between ethical leadership and knowledge concealment. It will add to the

conversation on the value of moral leadership in creating an environment where

employees feel comfortable sharing their expertise.

Lin, C. S., Jin, M., Huang, P. C., & Xiao, R. (2023). Does It Take Two to Tango? The Joint Role

of High-Performance Work Systems and Ethical Leadership. Journal of Business

Research, 156, 113536.

The article was written by Chiou-Shiu Lin, Ming Jin, Pei-Chi Huang, and Ran Xiao in the

Journal of Business Research. The authors combine the domains of organizational

behavior and leadership to investigate the relationship between high-performance work

systems (HPWS) and ethical leadership in the context of business research. The writers'

credentials are not specified explicitly in the article. Still, given their association with an

academic publication and their knowledge in the subject area, it can be assumed that they

are prominent researchers in their respective professions. The source is extremely

relevant to my research because it investigates the relationship between HPWS and

ethical leadership, two critical aspects of organizational performance. This post

corresponds to my study as it aims to investigate the impact of leadership on employee

performance and organizational outcomes. It explains how combining HPWS with ethical

leadership techniques can increase employee engagement, productivity, and ethical

behavior within firms. The written work builds on empirical research and theoretical

frameworks to strengthen its findings and their relevance to real-world business

situations.

This paper will serve as a foundation for understanding the joint influence of HPWS and

ethical leadership on organizational performance in my literature study. While the article

focuses on business research, I can infer key concepts and insights to influence my

leadership study in a larger context. The article's findings imply that integrating HPWS

and ethical leadership practices improves employee outcomes, emphasizing the necessity

of harmonizing organizational systems and leadership behaviors. I hope to highlight the

importance of these aspects in producing great employee experiences and fostering

ethical organizational cultures by combining the findings from this paper.

Overall, the article provides useful insights into the impact of HPWS and ethical

leadership on organizational performance. It is relevant to my research because it

provides a theoretical foundation as well as empirical data for understanding the

interaction of these two constructs. While the article focuses on business research, the

findings can be applied and adapted to larger leadership contexts. This article's inclusion

in my research will improve my understanding of the relationship between leadership

practices and employee outcomes, emphasizing the role of ethical leadership and

successful organizational structures in encouraging employee engagement and ethical

behavior.

Sarwar, H., Ishaq, M. I., Amin, A., & Ahmed, R. (2020). Ethical Leadership, Work Engagement,

Employees' Well-Being, and Performance: A Cross-Cultural Comparison. Journal of

Sustainable Tourism, 28(12), 2008-2026.

The purpose of this article was to evaluate how the ethical culture of a corporation affects

the linkages between ethical leadership, health at work, employee engagement, and

overall productivity. To collect this information, well-structured questionnaires were sent

to 697 individuals employed in the hospitality business in Italy and Pakistan. It has been

shown that ethical leadership and ethical culture positively influence employee

happiness, financial performance, and job satisfaction, with the latter benefitting more

from the former. According to the research findings, ethical leadership's contribution to

the job satisfaction of Italian workers was much higher than that of Pakistani workers. On

the other hand, Pakistani workers discovered a more significant connection between

ethical leadership and employee involvement in the workplace. The article's authors are

Huma Sarwar, Muhammad Ishtiaq Ishaq, Anam Amin, and Roheel Ahmed, and all have a

business background and come from higher-level education institutions, thereby

highlighting their credibility.

The information is relevant to my research because the article discusses how ethical

leadership may contribute to developing a moral and creative work environment. The

source fits into the chosen topic because it suggests an opportunity for concord between

the values of transformational leadership, genuine leadership, and servant leadership with

the standards of ethical leadership. Based on how this article will be utilized in the

literature review, previous studies suggest that workers are more committed to their jobs

when their leaders provide an example of ethical conduct. This research will fit into my

research paper because it looked at what it takes to be a successful leader from various

cultural perspectives; the study recognizes the significance of strong leaders in the

hospitality business. The positive connection between ethical leadership and the ethical

culture in nations with high individualism and low power distance, such as Italy, is

another factor that emphasizes the enormous cultural differences between the two groups.

Finally, based on the overall assessment of this article, there was a greater correlation

between ethical leadership and success than in the Pakistani hotel industry.

Qing, M., Asif, M., Hussain, A., & Jameel, A. (2020). Exploring the Impact of Ethical

Leadership on Job Satisfaction and Organizational Commitment in Public Sector

Organizations: The Mediating Role of Psychological Empowerment. Review of

Managerial Science,14, 1405-1432.

The chosen article, written by Miao Qing, Muhammad Asif, Abid Hussain, and Arif

Jameel, explores the connection between moral authority and job satisfaction as well as

hierarchical responsibility in public sector organizations. The authors expect to

investigate this relationship's interceding job of mental strengthening. While the authors'

capabilities are not unequivocally referenced in the article, their research was published

in the Review of Managerial Science, a peer-reviewed and scholarly journal. This

proposes that they are educated in executive science and have directed research in moral

administration and hierarchical behavior.

Regarding significance to my research, this article suits my chosen subject well. It dives

into the effect of ethical leadership on job satisfaction and organizational commitment,

which are fundamental elements in figuring out representative inspiration and

commitment. Besides, the article inspects the interceding job of mental strengthening,

giving significant experiences into the fundamental components through which moral

authority impacts representative perspectives and ways of behaving.

Given the synopsis and pertinence of the article, it has all the characteristics of being

useful for my literature review. It is a particular part of the moral initiative and its effect

on work fulfillment and hierarchical responsibility while considering the interceding

impact of mental strengthening. What the article covers aligns with my research, allowing

me to integrate its discoveries and contentions into my review. Even so, it is also essential

to consider different sources to guarantee an exhaustive comprehension of the point and

to avoid overreliance on a solitary report.

Zheng, Y., Epitropaki, O., Graham, L., & Caveney, N. (2022). Ethical Leadership and Ethical

Voice: The Mediating Mechanisms of Value Internalization and Integrity Identity. Journal

of Management, 48(4), 973-1002.

The given article investigates the relationship between moral administration and moral

voice. It centers on the intervening components of esteem internalization and keenness

character. The creators, Yuhui Zheng, Olga Epitropaki, Linda Graham, and Neil Caveney,

are exceedingly qualified people in their individual areas. Yuhui Zheng is associated with

the School of Administration at Huazhong College of Science and Innovation, Olga

Epitropaki with the Durham College Commerce School, Linda Graham with the College

of Sydney Commerce School, and Neil Caveney with the College of Unused South Ribs

Commerce School. This thereby emphasizes their credibility on the subject matter

covered.

The data displayed within the article is specifically pertinent to the chosen inquiry about

the point of ethical administration. It gives an in-depth examination of the components

through which ethical administration impacts moral voice by looking at the

internalization of values and improving keenness character. The article under

consideration utilizes a comprehensive hypothetical system and offers observational

proof based on a test of workers from different businesses. The discoveries contribute to

understanding how moral authority can cultivate moral behavior inside organizations.

This article will be a profitable expansion to the literature review because it offers an

intensive investigation of the relationship between moral authority and ethical voice. The

concepts of esteem internalization and character astuteness proposed by the creators give

significant experiences into the fundamental components that clarify this relationship.

Incorporating this article into the literature review will improve the understanding of the

subject and bolster the contentions and dialogs related to ethical administration and its

effect on moral behavior in organizations.

By and large, this article makes a critical commitment to ethical administration. It

presents a well-developed hypothetical system and substantiates its claims with

observational proof, progressing the understanding of the components through which

moral administration impacts moral voice. The inquiry about strategy, counting studies,

and factual examination, is vigorous and includes validity to think about. The discoveries

have down-to-earth implications for organizations pointing to cultivating moral behavior

and giving meaningful experiences for future investigations within the domain of ethical

authority.

Literature Review Outline

I. Introduction

Ethical leadership refers to those with authority who stand by ethical standards and

policies to serve as good role models for those under them to look up to so that they, too, can

perform and function ethically. Ethical leadership and its impact on employee outcomes have

been the subject of extensive research. Understanding the connection between ethical leadership

and different worker results is pivotal for associations to advance moral way of behaving,

representative commitment, and feasible execution (Asif et al., 2019, p. 1; Cheng et al., 2022, p.

58; Dey et al., 2022, p. 1; Iqbal et al., 2020, p. 68; Kaptein, 2019, p. 1135; Koay & Lim, 2022, p.

574; Lin et al., 2023, p. 1; Sarwar et al., 2020, p. 2008; Qing et al., 2020, p. 1405; Zheng et al.,

2022, p. 973).

b. Themes and Trends in Research and Findings

The reviewed articles explore various aspects of ethical leadership, including its influence

on affective commitment, work engagement, creativity, employee voice, ethical climate,

sustainable performance, and innovative work behavior. They additionally analyze the

interceding and directing systems that influence these connections (Asif et al., 2019, p. 1; Cheng

et al., 2022, p. 58; Dey et al., 2022, p. 1; Iqbal et al., 2020, p. 68; Kaptein, 2019, p. 1135; Koay &

Lim, 2022, p. 574; Lin et al., 2023, p. 1; Sarwar et al., 2020, p. 2008; Qing et al., 2020, p. 1405;

Zheng et al., 2022, p. 973).

II. Theme One: Ethical Leadership and Employee Commitment and Voice

a. Overview of characteristics of the theme (commonalities, differences, nuances)

The articles by Asif et al. (2019) and Cheng et al. (2022) focus on the relationship

between ethical leadership and employee voice, highlighting the mediating role of organizational

commitment and the moderating role of the manager's behavior. They emphasize the importance

of ethical leadership and organizational commitment in promoting employee voice within diverse

settings (Asif et al., 2019; Cheng et al., 2022)

b. Sub-theme: Employee Commitment

i. Study 1 Related Findings

Asif et al. (2019) provide empirical evidence and theoretical insights into the

mechanisms through which ethical leadership influences employee commitment and creativity.

They propose intervention strategies to enhance moral authority and its impact on commitment

and creativity.

ii. Study 2 Related Findings

Cheng et al. (2022) reveal that a manager's behavior mediates the relationship between

ethical leadership and employee voice, with organizational commitment moderating this

relationship. They emphasize the importance of authoritarian commitment in influencing the

effects of ethical leadership on employee outcomes.

c. Sub-theme: Employee Voice

i. Study 3 Related Findings

Dey et al. (2022) explore how ethical leadership practices influence employee values,

behavior, and the overall moral environment within an organization, focusing on the

manufacturing sector. Their findings have implications for promoting sustainable performance.

III. Theme Two: Ethical Leadership and Innovative Work Behavior

a. Overview of characteristics of the theme (commonalities, differences, nuances)

The study by Iqbal et al. (2020) investigates the mediating role of individual attributes in

the relationship between ethical leadership and innovative work behavior. It highlights the

importance of personal traits as mediators in fostering creative problem-solving approaches in

the workplace.

b. Sub-theme: Mediating Role of Individual Attributes

i. Study 4 Related Findings

Iqbal et al. (2020) provide empirical support for the link between ethical leadership and

innovative work behavior, emphasizing the mediating role of individual attributes. Their study

highlights the importance of personal traits in the relationship between ethical leadership and

employees' creative approaches to problem-solving.

IV. Theme Three: Ethical Leadership and Ethical Norms Formation

a. Overview of characteristics of the theme (commonalities, differences, nuances)

Kaptein (2019) explores the concept of the moral entrepreneur as a component of ethical

leadership. The article discusses how ethical leaders actively contribute to forming new ethical

norms within organizations and significantly impact organizational behavior.b. Sub-theme:

Moral Entrepreneurship

i. Study 5 Related Findings

Kaptein (2019) provides insights into the role of moral entrepreneurship in ethical

leadership and its implications for businesses. The article emphasizes the influence of ethical

leaders in shaping new ethical norms and promoting ethical behavior within organizations.

V. Theme Four: Ethical Leadership and Knowledge-Related Behaviors

a. Overview of characteristics of the theme (commonalities, differences, nuances)

The study conducted by Koay and Lim (2022) examines the mediating and moderating

mechanisms between ethical leadership and knowledge-hiding behavior, emphasizing the role of

trust as a moderator. It contributes to understanding how ethical leadership practices influence

knowledge-related behaviors in teams and organizations.

b. Sub-theme: Trust as a Moderator

i. Study 6 Related Findings

Koay and Lim (2022) reveal the role of trust as a moderator in the relationship between

ethical leadership and knowledge concealment. Their findings enhance the understanding of how

ethical leadership practices influence knowledge-related behaviors in teams and organizations.

VI. Theme Five: Ethical Leadership and High-Performance Work Systems

a. Overview of characteristics of the theme (commonalities, differences,

nuances)

Lin et al. (2023) focused on the combined role of high-performance work systems

(HPWS) and ethical leadership in organizational settings. Their study proposes that integrating

HPWS with ethical leadership practices can increase organizational commitment, productivity,

and ethical behavior.

b. Sub-theme: HPWS and Ethical Leadership

i. Study 7 Related Findings

Lin et al. (2023) provide valuable insights into the association between HPWS and ethical

leadership. Their research suggests that combining HPWS with ethical leadership practices can

positively impact employee outcomes, such as commitment, productivity, and ethical

organizational behavior.

VII. Theme Six: Ethical Leadership and Employee Engagement

a. Overview of characteristics of the theme (commonalities, differences, nuances)

Quing et al. (2020), Sarwar et al. (2020), and Zheng et al. (2022) focus on how ethical

leadership techniques can contribute to an overall rise in overall organizational productivity and

employee engagement. Their studies propose a strong connection between ethical leadership,

engagement of workers, and, thereby, the organization's productivity as a whole.

b. Sub-theme: How Ethical Leadership Influences Organizational Culture and

Employee Behavior

i. Study 8 Related Findings

1. The influence of ethical leadership on organizational trust and commitment

(Qing et al., 2020).

2. Employee job satisfaction and engagement increases when under the influence

of ethical leadership (Qing et al., 2020).

c. Sub-theme: Improved Employee Motivation

i. Study 9 & 10 Related Findings

i. The impact of ethical leadership on employee intrinsic motivation

and engagement (Sarwar et al., 2020).

ii. Ethical leadership influences employee identification and

commitment (Zheng et al., 2022).

VIII. Conclusion and Recommendations

a. Contributions of the literature to understanding the research

The reviewed articles collectively contribute to a comprehensive understanding of the

relationship between ethical leadership and various employee outcomes. They provide

theoretical frameworks, empirical evidence, and practical implications for promoting ethical

behavior, employee engagement, and sustainable performance.

b. Overall strengths.

The strengths of the literature include the diverse range of employee outcomes examined,

the consideration of mediating and moderating mechanisms, and the empirical support for the

relationship between ethical leadership and positive employee outcomes.

c. Overall weaknesses

Some weaknesses include the limited scope of industries and settings examined in certain

studies, which may limit generalizability. Additionally, gaps in the literature may need further

exploration, such as the long-term effects of ethical leadership on employee outcomes.

d. Missing

The literature would benefit from more research on the long-term effects of ethical

leadership, the role of ethical leadership in cross-cultural contexts, and the potential negative

outcomes or challenges associated with ethical leadership.

BMAL 501

LITERATURE REVIEW: FINAL SUBMISSION ASSIGNMENT INSTRUCTIONS

OVERVIEW

The purpose of this Literature Review is for you to create a scholarly piece of graduate-level

research and writing which conforms to current APA format. Competency in current APA format

is required of all Business graduates of Liberty University, as set forth by policy of both the

graduate faculty and the administration.

A literature review does not attempt to answer a research question, it simply compares the

research findings, trends, and debates regarding a fairly narrow topic. You will explore the

similarities and differences in the research findings regarding your topic.

You will write a Literature Review of 1800-2100 words (excluding the title page, abstract, and

reference pages) on the same topic you researched for the Literature Review: Annotated

Bibliography and Outline assignment.

The paper must be written in strict conformance to current APA standards, and must utilize at

least 10 scholarly sources.

INSTRUCTIONS

 The paper is to be your original work and written solely for this course. Although past

papers can be minimally referenced, papers previously submitted or work from

previously submitted assignments cannot be used to fulfill this assignment. (This

excludes the Annotated Bibliography/Outline assignment submitted for this course in this

term.)

 The paper must use current APA format. Include a title page, an abstract, and a list of

references. You can find formatting information on the Literature Review: Final

Submission Assignment page under Literature Review: Final Submission Resource.

Also see the Writing Styles Guides link in your course.

 It must be submitted as a Word document (.doc).

o The finished paper must be uploaded, as an attachment, by the published deadline.

 Do not use bullets or listing anywhere in the paper.

 Any charts, graphs, pictures, etc., must be put in an appendix and do not count toward the

minimum word count.

 No more than 1 block quote is to be used (of up to 50 words).

 References must be as follows:

o A minimum of 10 different scholarly/peer-reviewed journal articles that have

been published within the last five years must be used.

 Use a variety of different journals. Do not use more than 2 articles from

the same journal.

 Textbooks, books, dissertations, web blogs, abstracts, and other ancillary

materials do not count as required references.

 Cannot use articles that are a part of the course readings.

o All references must be cited somewhat equally in the narrative with no references

over- or under-represented.

 Quotations must not be more than 15% of the paper – paraphrase and properly cite all

material.

 Reference Section

o Start on a new page.

o Double-space throughout references.

Note: Your assignment will be checked for originality via the Turnitin plagiarism tool.

Ethical Leadership: A Literature Review

Name

Institution

Course

Instructor

Date

Abstract

This literature review highlights the connection between ethical leadership and different

aspects of employee outcomes by analyzing different peer-reviewed journal articles. The

literature review involved in-depth scrutiny of 10 journal articles that covered ethical leadership

style impact on different aspects of employee outcome to portray the significance of ethical

leadership. Analysis of the articles showed that ethical leadership improves employees'

commitment and voice, impacts their attitudes and innovation, aid in the formation of an ethical

climate and new ethical norms, reduces knowledge hiding, complements high-performance work

systems, and improves employees' engagement. The analysis of the articles gives essential

information on the impact of ethical leadership and why organizations need to consider this

leadership style.

Ethical Leadership: A Literature Review

Introduction

Ethical leadership (EL) in the workplace environment has been identified as a critical

factor that impacts organizational culture, employee morale and engagement, social impact, risk

management and compliance, decision-making, and brand image. EL is a leadership style that

emphasizes and adheres to moral values, ethical principles, and integrity in performing

organizational duties. However, the impact of EL on employees' outcomes has been a major field

that has attracted broad research from different scholars with the aim of modifying

organizational culture to promote a positive working environment. This literature review was

conducted utilizing several search engines and databases such as Google Scholar, SAGE, and

JSTOR, and the articles selected based on their extensive coverage of EL and its impacts on

employees, such as their commitment, work engagement, employee input, creativity,

performance, and working environment. The selection criteria for the article were majorly

determined by how extensively the article covered EL and its interaction with organizational

performance and employee outcomes. Additionally, the journal articles had to be currently

published and written by credible authors. The most information on EL from the articles was on

employee voice and commitment, innovative work behavior, ethical norms formation,

knowledge-related behaviors, employee engagement, and high-performance work systems

(HPWS).

Ethical Leadership and Employee Voice and Commitment

Ethical leadership style fortifies a greatly committed staff. Asif et al. (2019) analyzed

data obtained from 351 full-time workers from the government sector working in Zhejiang

Province in China. The analysis showed EL styles make employees more engaged and creative

in their work, boosting their production and retention. Additionally, Asif et al. (2019) note that

qualities of ethical leaders, such as honesty, fair decision-making, justice, trust, and emotional

attachment, impact employees' commitment to their jobs. Furthermore, Asif et al. (2019)

discovered that affective commitment impacts employee commitment enabling employees to

generate creative ideas, increase their confidence, improves their persistence, and increase

dedication toward their work. Cheng et al. (2019) also emphasize employee commitment and

how the leadership style affects employees' engagement. Cheng et al. (2019) conclude that EL

cultivates employees' psychological connection and devotion to a given company, creating a

conducive atmosphere for employees to express their opinions and correct mistakes. Thus, EL is

essential in the work environment to motivate employees and thus improve their commitment.

Ethical leadership creates an environment that promotes employee voice in essential

matters of the organization. Cheng et al. (2019) three-stage Chinese study depicted that an

atmosphere that allows error management moderated error-monitoring atmosphere and loud

conduct relationship. Additionally, the study indicated that a conducive environment coordinates

EL and workers' opinion, thus impacting how EL procedures discourage or encourage employees

to air their opinions, thoughts, and ideas. Cheng et al. (2019) study shows the links between error

handling atmosphere, organizational commitment, and employees' voice and how EL plays a

central role in creating an organizational culture that empowers employees, allows rectification

of mistakes, and capitalizes on new opportunities. Furthermore, Dey et al. (2022) study

emphasizes how EL impacts employees' attitudes, behavior, values, and the working

environment, focusing on the manufacturing sector. Dey et al. (2022) study investigated the

effects of EL on sustainable performance by looking at the employees' behavior. The results

showed a major influence of EL on employees' behavior (including passing their opinions) that

affected the organization's sustainable performance. Therefore, EL is significant in creating an

ethical climate that promotes employees' behaviors that cause sustainable performance for an

organization.

Ethical Leadership and Innovation

Ethical leadership impacts employees' attitudes toward performing well and thriving in

their work. EL creates positive attitudes in employees that impact their psychological states,

creating a positive feeling among employees that catalyzes creative thinking and implementing

new strategies and ideas. Iqbal et al. (2020) study involved two different samples from Pakistan

and UK; the study's results indicated that ethical leaders play a critical role in improving the

behavior of subordinates through showing innovative behavior in the work setting. Additionally,

Iqbal et al. (2020) noted that EL is positively and directly linked to employees thriving in the

work setting. Leaders' ethical behavior creates a conducive work environment that makes

employees experience vitality and learning. Iqbal et al. (2020) study also links thriving in a work

environment with innovative work behavior in that when employees feel energetic and are

continuously learning, they engage themselves in new things that promote innovation. Thriving

employees experience a forward momentum that changes their attitudes and behavior, enabling

them to find new and efficient ways to solve organizational problems and create innovative work

behavior. Furthermore, Dey et al. (2022) show how positive employee values are critical in

creating sustainable organizational performance. One driver for sustainable performance is

creativity and innovation. Thus, positive attitudes in employees created by EL promote

innovative work behavior through positive employee values that result in sustainable

performance.

Ethical Leadership and Formation of Ethical Norms

Ethical leadership creates an ethical climate in an organization that cultivates ethical

norms. EL consists of an ethical person, which consists of traits that make a leader a moral

individual, and an ethical manager, which entails traits that make a person a moral manager.

Another essential component of EL is a moral entrepreneur, which involves developing a new

ethical norm. Kaptein (2019) highlights that leaders with strong moral principles conform to such

norms and actively contribute to creating such norms. Kaptein (2019) also states that ethical

norms are specific to the culture of an organization and that what may be considered an ethical

norm in one region may be different from what is considered in another culture. Managers

should explore channels of creating new ethical norms than mainly focusing on conforming to

the existing ethical norms. Kaptein (2019) also urges leaders to enable or motivate their

subordinates to create new ethical norms that will enable the organization to be more productive.

Therefore, it is critical for leaders to create norms that conform with society, enabling employees'

creativity and improving their performance.

Ethical Leadership and Knowledge-Related Behaviors

Ethical leadership moderates and mediates knowledge-related behaviors. Knowledge

hiding is not brought by insufficient knowledge sharing in an organization but is facilitated by

moral disengagement. Koay & Lim's (2022) study that involved responses from 243 employees

in public companies located in Malaysia indicated that moral disengagement mediates EL and

knowledge hiding relationship. Knowledge hiding in an organization has a detrimental impact on

its performance. Knowledge hiding limits creativity inhibits teamwork and collaboration, and

may create conflicts among employees, reducing their growth and productivity. Koay & Lim's

(2022) study also confirmed that organizational commitment is essential in moderating the

negative relationship between knowledge hiding and ethical leadership, in that, when the

commitment is higher, so is the negative relationship. This indicates that when employees are

more committed to the organization due to the ethical leadership style, knowledge hiding in the

organization is lower. Lower knowledge hiding is essential as it creates a conducive environment

that enables employees to be more engaged in their work and share their ideas and innovation

that positively impact the organization.

Ethical Leadership and High-Performance Work Systems (HPWS)

Ethical leadership moderates HPWS and organizational behavior positive relationship.

Organizational citizenship behavior (OCB) is promoted by service leadership, empowering

leadership, transformational leadership, and ethical leadership. Even though EL and HPWS

intend to achieve almost the same purpose, they are not substitutable. Lin et al. (2023) study

shows EL moderates employees' behavior regarding HPWS and OCB positive relationship.

Combining EL techniques and HPWS promotes employee engagement, ethical behavior, and

overall productivity. Thus, organizations need to harmonize and integrate EL practices and

HPWS to enhance employees' outcomes. Additionally, it is crucial for organizations to consider

all the systems at their disposal that can be integrated with ethical leadership to promote

employees' commitment and productivity and that of the organization. Therefore, EL can be

integrated with HPWS in an organization to aid in favorable behavior modification for increased

organizational performance.

Ethical Leadership and Employee Engagement

Ethical leadership increases employee job engagement and satisfaction. Qing et al. (2020)

study that involved 467 public sector employees showed a significant positive relationship

between EL and employees' attitudes. Additionally, Qing et al. (2020) highlighted that the

psychological empowerment of employees acted as the mediator between affective commitment

and ethical leadership. This illustrates that ethical leadership increases employees' commitment,

and by empowering the employees, the positive relationship between EL and employees'

commitment increases. Furthermore, Qing et al. (2020) highlight that psychological

empowerment partially mediates a positive relationship between EL and job satisfaction. Thus, a

strong relationship between EL style and employee engagement contributes positively to the

organization's performance.

Ethical leadership also enhances employees' motivation. As the operating environment

for organizations keeps changing, it becomes critical for organizations to establish ways to

achieve intended goals and stay ahead of their competitor. Sarwar et al. (2020) highlight ethical

leadership style as a critical asset that impacts organizational performance by motivating

employees by valuing their voices. Kaptein (2019) also highlights that ethical leadership allows

subordinates to create new ethical norms that align with different cultures rather than sticking

with established ones. This flexibility allows employees to be committed and self-motivated in

improving the organization's overall performance. Thus, EL allows employees to pass their

opinions, create new ethical norms, and create a conducive environment that motivates

employees, allowing them to perform to the best of their capabilities.

Ethical leadership creates an ethical environment that promotes employee engagement.

Ethical leaders are determined to create a conducive environment that enables employees to

work effectively and efficiently. Zheng et al. (2022) study confirms that ethical leaders are

crucial in creating the ethical values of an organization and encourage subordinates to support

and internalize those values to create integrity, identity, and other aspects that allow employees

to perform better without discrimination. This ethical environment created by EL eliminates

unnecessary conflicts, enables teamwork and collaboration, and improves employee engagement.

Conclusion and Recommendations

In summary, ethical leadership impacts different aspects of employee outcomes. This

ranges from employee engagement, voice, commitment, motivation, innovation, and knowledge-

related behaviors. The existing literature shows that these employee outcomes, except knowledge

hiding, positively impact the organization's performance, promote sustainable performance, and

improve employee behavior. Ethical leadership reduces knowledge hiding and enables team

collaboration, improving commitment and enabling ideas sharing that favors innovation. The

extensive literature used in this review focuses on different industries from different countries

worldwide, making the ethical leadership style an effective strategy applicable to different

industries worldwide. However, not all the industries were covered in the articles, limiting the

generalizability. Therefore, there is a need to research more on different industries such as

education, telecommunication, and engineering for a vast understanding of ethical leadership on

employee outcomes. Furthermore, more research on the long-term effects of EL in different

cultures associated with negative impacts on employees' outcomes and other associated

challenges will enable organizations to apply it effectively to boost their performance.

References

Asif, M., Qing, M., Hwang, J., & Shi, H. (2019). Ethical Leadership, Affective Commitment,

Work Engagement, and Creativity: Testing a Multiple Mediation Approach.

Sustainability, 11(16), 4489.

Cheng, J., Bai, H., & Hu, C. (2022). The Relationship Between Ethical Leadership and

Employee Voice: The Roles of Error Management Climate and Organizational

Commitment. Journal of Management & Organization, 28(1), 58-76.

Dey, M., Bhattacharjee, S., Mahmood, M., Uddin, M. A., & Biswas, S. R. (2022). Ethical

Leadership for Better Sustainable Performance: Role of Employee Values, Behavior and

Ethical Climate. Journal of Cleaner Production, 337, 130527.

Iqbal, Z. A., Abid, G., Contreras, F., Hassan, Q., & Zafar, R. (2020). Ethical Leadership and

Innovative Work Behavior: The Mediating Role of Individual Attributes. Journal of

Open Innovation: Technology, Market, and Complexity, 6(3), 68.

Kaptein, M. (2019). The Moral Entrepreneur: A New Component of Ethical Leadership. Journal

of Business Ethics, 156, 1135-1150.

Koay, K. Y., & Lim, P. K. (2022). Ethical Leadership and Knowledge Hiding: Testing the

Mediating and Moderating Mechanisms. Journal of Knowledge Management, 26(3),

574-591.

Lin, C. S., Jin, M., Huang, P. C., & Xiao, R. (2023). Does It Take Two to Tango? The Joint Role

of High-Performance Work Systems and Ethical Leadership. Journal of Business

Research, 156, 113536.

Sarwar, H., Ishaq, M. I., Amin, A., & Ahmed, R. (2020). Ethical Leadership, Work Engagement,

Employees' Well-Being, and Performance: A Cross-Cultural Comparison. Journal of

Sustainable Tourism, 28(12), 2008-2026.

Qing, M., Asif, M., Hussain, A., & Jameel, A. (2020). Exploring the Impact of Ethical

Leadership on Job Satisfaction and Organizational Commitment in Public Sector

Organizations: The Mediating Role of Psychological Empowerment. Review of

Managerial Science, 14, 1405-1432.

Zheng, Y., Epitropaki, O., Graham, L., & Caveney, N. (2022). Ethical Leadership and Ethical

Voice: The Mediating Mechanisms of Value Internalization and Integrity Identity.

Journal of Management, 48(4), 973-1002.

Outline

 This literature review highlights the connection between ethical leadership and different

aspects of employee outcome through an analysis of different peer-reviewed journal

articles.

 The literature review involved in-depth scrutiny of 10 journal articles that covers ethical

leadership style impact on different aspects of employee outcome to portray the

significance of ethical leadership.

 Analysis of the articles showed that ethical leadership improves employees’ commitment

and voice, impacts their attitudes and innovation, aid in formation of an ethical climate

and new ethical norms, reduces knowledge hiding, complements high-performance work

systems, and improves employees’ engagement.

 The analysis of the articles gives essential information on the impact of ethical leadership

and why organizations needs to consider this leadership style.