Ethical Corporate Culture Analysis

An ethical corporate culture is one in which the vision of organization which is composed of employees, customers, and the community. Organization support the values and norms action consistent with the ethical vision. Ethical perspective so embedded in the Organization's existing business that no key business decisions made without consideration of its effects on the employees, customers, and the community. Primary among the concepts essential to our task are the following: Organizational culture—the unseen, unwritten, and unobservable strength always behind organizational activities, rules, and behavior that can be seen and observed; Culture—the collection of values and norms that differentiate one group from another; Values—the stated principles

Bennis & Thomas (2002) conducted interviews and discovered that a critical trait of effective leadership was integrity. A cross-cultural field research was carried out to determine the required personality traits for effective leadership, and integrity was found to be near the top of the inventory in all the sampled cultures studied (Yukl, 2013). McCann and colleague (2013) maintained that personal integrity is necessary to bring about a leader and organizational success. Several academic researchers regard integrity as an essential component of ethical leadership a suitable definition remains a topic of debate (Yukl, 2013; Trevino, Weaver, & Reynolds, 2006; Simons, 2002; Barry & Stephens, 1999; Locke & Becker, 1998). Fundamental definition place stress on honesty as well as coherence between an individual’s held values and behaviour. However, the manner in which an individual acts and what the leader values is not included in this definition. Commentators maintain that this definition is inadequate, because values relate to morality whereas behaviour more akin to ethics (Yukl,

offer support and individualized consideration, encourage innovative ways of thinking regarding the job as well as motivate followers to live up to their best. This positive impact grows followers’ expressiveness of their identities and personal values. This in turn develops employees’ self-worth and sense of job satisfaction (Yukl, 2013). Employee voice behaviours arise when they decide to talk about their interests, problems, expectations and suggestions for improvement. This free self-expression enables an organization to direct employee complaints, worries and concerns towards finding realistic solutions to organizational problems. In addition, emotional ownership is respected and this enables employees feel more effective working with the leader (Mayer, Nurmohamed, Treviño, Shapiro, & Schminke, 2013). Further, employees feel more responsible for whatever takes place within the organization. Their sense of identification with organizational objectives is increased and employees generally experience more sense of belonging to the