Leadership Ethics and Culture

Introduction The purpose of this white paper is to study leadership ethics in various cultures and organizations. Researchers compare and contrast leadership ethics in various cultural and organizational environments. Finally, the researchers will draw conclusions. Ethics of leadership in different cultures and organizations According to Razzano and Nelson (2008), Siemens is the headquarters of multinational companies in Munich, Germany, suspected of bribery by the Security and Exchange Committee.

Does moral leadership vary from culture to culture? To our knowledge, one of the only empirical studies investigating this issue was done by Resick, Hanges, Dickson, and Mitcheluson (2006). Using data from the Global Leadership and Organizational Efficiency (GLOBE) program, Resick and colleagues measured the four aspects of ethical leadership: Personality / Integrity, Altruism, Collective Motivation, and Encouragement. Resick and colleagues have discovered that these four aspects are generally supported. However, they also found that the level of recognition of each ingredient varies from culture to culture. Therefore, the content of ethical leadership seems to be universal, but the important aspects of ethical leadership are of varied importance.

In the past, the term "real leadership" was used to define moral leadership. This study uses real leadership as an attempt to discover more about moral leadership. Researchers believe that true leadership emphasizes self-awareness, transparency of human relations, internalized ethics, balance management (Gardner et al., 2005; Walumbwa et al., 2008 ). Authenticity is an important aspect of moral leadership, and the definition above creates a good set of behaviors, but it does not only define all aspects of moral leadership. Others think that the process of influence used by leaders is driven by the underlying moral values ​​(Groves et al., 2011). Therefore, another way to confirm the moral intent is to examine the influence process that the leader is using. Because the leader's impact process is closely related to her leadership style, it is appropriate to consider the process of influencing several leadership styles and compatibility.