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A code of ethics within an organization is a set of principles that is used to guide the organization in its decisions, programs, and policies. [2] An ethical organizational culture consists of leaders and employees adhering to a code of ethics. [2]
A commonly used measure of ethical leadership is the Ethical Leadership Scale (ELS), developed by Brown et al. in 2005. It consists of 10 items with an internal consistency of alpha = .92 and shows a satisfying fit, with indices at or above recommended standards. [1]
Business ethics (also known as corporate ethics) is a form of applied ethics or professional ethics, that examines ethical principles and moral or ethical problems that can arise in a business environment. It applies to all aspects of business conduct and is relevant to the conduct of individuals and entire organizations. [1]
Another model of organizational justice proposed by Byrne [20] and colleagues [21] suggested that organizational justice is a multi-foci construct, one where employees see justice as coming from a source - either the organization or their supervisor. Thus, rather than focus on justice as the three or four factor component model, Byrne suggested ...
Organizational characteristic antecedents that have been empirically studied regarding OCBs include organizational formalization, organizational inflexibility, advisory/staff support, cohesiveness of a group, rewards outside a leader's control, spatial distance from the leader, and perceived organizational support.
The Global Leadership and Organizational Behavior (GLOBE) Project is an example of cross-cultural leadership research, as it aimed to compare leadership ideals in various countries and regions. However, it looked at leaders operating within their own culture, rather than across culture. [146]
Organizational citizenship behavior has been studied since the late 1970s. Over the past three decades, interest in these behaviors has increased substantially. Organizational behavior has been linked to overall organizational effectiveness, thus these types of employee behaviors have important consequences in the workplace.
Schein claimed that culture is the most difficult organizational attribute to change, outlasting products, services, founders and leadership and all physical attributes. His model considers culture as an observer , characterized in terms of artifacts, values and underlying assumptions.