Synthesis Of Leadership Ethics Paper

Leadership Ethics

This synthesis leadership, ethics paper will compare and synthesize three empirical quantitative studies on leadership as it relates to ethics, power, authority, motivation, and persuasion. Studies show every leader has a distinctly individual style that sets him or her apart from other chiefs. In the first article by Kottke, and Pelletier (2013) title, “Measuring and differentiating perceptions of supervisor and top leader ethics,” the authors evaluate perceptions of both the head leader and a mid-level supervisor. In the second article by Cheng, and Wang (2015) title, “The Mediating Effect of Ethical Climate on the Relationship between Paternalistic Leadership and Team Identification: A Team-Level Analysis in the Chinese

Kottke and Pelletier (2013) elaborate more on ethical leadership attitudes, and analyzed data from previous studies sample populations and found perceptions of moral leadership different from that of supervisor and chief executive officers. Using a different example, Kottke, and Pelletier (2013) investigate individual relationships between employees’ perceptions of an executive management team and direct supervisors moral tendencies. Perceptions should not be viewed as evil. Instead, perceptions must be seen as reality, openness, and collaborations inside groups. Kottke and Pelletier (2013) contend it is important for leaders to balance organizational climate, confidence in leadership direction, including direction, commitment, and actions. Kottke and Pelletier (2013) found workers perceptions of higher managers and supervisors’ ethics fundamentally related to the organization climate, chief executive officers leadership direction, group commitment, organizational citizenship behavior dimension, and civic

Cheng and Wang (2015) classified domains of vanity, charity and, principle methods into categories and sampled 143 groups using the “Hierarchical Regression” scale in the Mainland of China and Taiwan. Cheng and Wang (2015) found the average paternalistic leadership significantly impact team identification at the team level. Cheng and Wang (2015) contend employees are only as strong as their leaders. Cheng and Wang (2015) assert when the ethical climate of benevolence are thoroughly mediated, the moral climate of egoism partially mediate the relationship between authoritarian leadership and team identification. Cheng and Wang (2015) agree with the results by stating good atmospheres of benevolence and principle methods have a partial mediating effect on the relationship between team identification and leadership charity respectively, but not on the ethical climate of