Mediating Role of Ethical Leadership on Relationship Between

Work Culture and Employee Outcomes

PREETI

S133F0023

Timeline

Basic model

Employee Outcomes

Work Culture
(role clarity, respect, communication,
reward system, career development,
planning and decision making,
innovation, relationships, teamwork
and support, quality of service, conflict
management, commitment and
morale, training and learning, and
direction)

Ethical Leadership
(morality and fairness, role
clarification, and power
sharing)

(commitment to the company, trust

in management , level of
cooperation, level of effort and
involvement , turnover intentions,
employees satisfaction with the job,
perceived effectiveness of leaders,
employees satisfaction with the job,
and their willingness to extra effort
into the work and to report problems
to management)

Refined model ( Factors to be tested)

Employee Outcomes

Work Culture
( communication, reward system,
teamwork and support, conflict
management, training and learning)

Ethical Leadership
(morality and fairness, role
clarification, and power
sharing)

(commitment to the company , level of

cooperation, employees satisfaction
with the job, employees satisfaction
with the job, and their willingness to
extra effort into the work)

Tentative Hypothesis
Hypothesis 1: Ethical leadership will be positively related to ethical climate (Reference: Kuenzi, & Greenbaum. (2010). Examining the link
between ethical leadership and employee misconduct: mediating role of ethical climate. Journal of Business Ethics.)
Hypothesis 2: An ethical context that supports ethical conduct will be positively related to ethical leadership. (Reference: Brown &
Trevino, (2006). Ethical Leadership: A review and full directions. The Leadership Quarterly 17)
Hypothesis 3: Ethical leadership is positively associated with employees outcomes (satisfaction with the leader, leader effectiveness, and
willingness to give extra effort).
Hypothesis 4: Ethical leadership mediates the relationship between employee outcomes and organizational culture.
(Reference: Ofori, George & Rehman Toori, Shamas (2009). Ethical Leadership: Examining the Relationships with Full Range Leadership
Model, Employee Outcomes, and Organizational Culture. Journal of Business Ethics.)

Research Methodology
Study 1 In depth interviews
Sample size :25 (tentative)
Grounded theory approach will be used to analyze the transcripts.

Study 2Standard questionnaire: 1. Organizational Climate Questionnaire by Adrian Furnham and Leonard D. Goodstein, 1997 ( After scale
refinement)
2. Ethical Leadership dimensions to be measured by using three scales adapted from the Multi-Culture Leader
Behavior Questionnaire (MCLQ; Hanges & Dickson, 2004)
Sample size : 250 (tentative) [ It will not include any new joinee or any virtual organizations and is limited to Delhi and NCR]
Software : MS Excel

References
Kuenzi, & Greenbaum. (2010). Examining the link between ethical leadership and employee
misconduct: mediating role of ethical climate. Journal of Business Ethics.)
Brown & Trevino, (2006). Ethical Leadership: A review and full directions. The Leadership
Quarterly 17
Ofori, George & Rehman Toori, Shamas (2009). Ethical Leadership: Examining the Relationships
with Full Range Leadership Model, Employee Outcomes, and Organizational Culture. Journal of
Business Ethics.)
De Hoogh, A. H., & Den Hartog, D. N. (2008). Ethical and despotic leadership, relationships with
leader's social responsibility, top management team effectiveness and subordinates' optimism:
A multi-method study. The Leadership Quarterly, 19(3), 297-311.
Langlois, L., Lapointe, C., Valois, P., & de Leeuw, A. (2014). Development and validity of the
Ethical Leadership Questionnaire. Journal of Educational Administration, 52(3), 310-331.