Lecture 5: Moral approaches to leadership and organizational culture

Question 1

Common value chain

Answer 1

managerial/executive leadership -> support for employee learning and performance -> employee experience of organizational HRD culture and functions -> employee satisfaction -> key organizational performance outcomes. Involved moving away from the traditional focus of looking at departments and accounting types to establish organization but focussed on organizational systems and how inputs are transformed into outputs

Question 2

How was human resource development research value connected to the value chain?

Answer 2

focus was emphasized by transformational leadership and leader support for learning, and application/performance will lead to an HRD culture responsive to proven customer outcomes that are key measures of sustained organizational performance

Question 3

What is the aim of Akdere & Egan?

Answer 3

They examine how TL behaviours influence organizational support for performance, learning and HRD culture.

Question 4

What is the role of transformational leadership Akdere & Egan?

Answer 4

Transactional leadership is known to be bureaucratic and ineffective. Transformational occurs when leader broaden and elevate the interests of their employees when they generate awareness and acceptance of the purposes + mission of the group. There is a positive relationship between TL behaviours and employee perceptions of leader support for performance and for learning. It has the capacity to transform culture by dramatically affecting followers, changing how they see and interpret the world

Question 5

What is the role of leader support?

Answer 5

There is a positive relationship between employee perceptions of leader support for performance and organizational HRD culture. There is a positive relationship between employee perceptions of leader support for learning and organizational HRD culture

Question 6

HRD culture

Answer 6

It is a cultural entity concerned with people development and work autonomy. It is the premise and environment that fosters learning, performance improvement-related functions and activities across all levels of an organization. There is a positive relationship between employee perceptions of org HRD culture and employee job satisfaction + customer satisfaction

Question 7

What is the role of satisfaction?

Answer 7

Employee job satisfaction is the degree to which an individual’s desires, expectations and needs are fulfilled by his or her employment in an organization. Costumer satisfaction is both an emotional and cognitive response, defined as a judgement that a product/service feature provided a pleasurable level of consumption-related fulfillment.
There is a positive relationship between employee job + costumer satisfaction

Question 8

What was the method of this study Akdere and Egan?

Answer 8

Took a large sample of employees working at healthcare facilities. They used an organizational quality survey to gather information about costumer satisfaction and quality of care and services received. Transformational leadership was assessed using a survey, leader support was measured, organizational HRD culture, job/costumer satisfaction. Controlled for age, education, gender, affiliation, and tenure

Question 9

What were the results of Akdere and Egan?

Answer 9

7 of the 8 interrelationships were supported with lower support for the hypothesized positive relationship between organizational HRD culture and customer satisfaction/organization performance—suggesting that HRD culture influences customer-related outcomes indirectly through its influence on employee job satisfaction to customer satisfaction. All hypotheses were supported that TL through leader learning and performance support behaviours linked to a supportive HRD culture that has a positive impact on employee-job satisfaction and costumer/patient satisfaction. TL and HRD have a strong alliance. Leaders can support HRD culture by integrating a commitment to learning, performance and HRD systems

Question 10

What are the implications of Akdere and Egan?

Answer 10

1. HRD value chain has been supported empirically, TL shapes employee learning, performance which supports org HRD culture
2. TL must promote HRD practices that lead to advances in productivity
3. importance of learning to embrace a transformational mindset (through training, analyses, coaching, positive support)
4. organizations without TL who fail to support HRD will increased the likelihood of turnover

Question 11

What are some issues with the research on leadership Lemoine et al?

Answer 11

1. scholars link ethical, authentic and servant leadership to common outcomes with few tests
2. use common theory to justify the inclusion of mechanisms
3. common composition of overlap

Question 12

Construct validation

Answer 12

A continual learning process in which nomological networks expand and contract based on new insights derived from theoretical development + investigation

Question 13

What is ethical leadership?

Answer 13

the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement,
and decision-making. An ethical leader is a moral person as they maintain fairness and honest in relationships and a moral manager by demonstrating + reinforcing desired and normatively appropriate behaviours

Question 14

What is authentic leadership?

Answer 14

Leaders are described as individuals who value a salience of self over tole, and know who they are. They make moral judgements freely and independently without concern for normative pressures. It has 4 dimensions: self-awareness, balanced processing (objectively thinking through both sides of issues), relational transparency (acting in accordance with one’s true nature rather than contrived or fake manners), internalized moral perspective (moral self-regulation + behaving in accordance with these moral values). Positive psychological capacities and a developed organizational context result in more self-awareness, and self-regulated positive behaviours-> self-development

Question 15

What is servant leadership?

Answer 15

His or her moral responsibility not only to the success of the organization but also to subordinates, customers, and stakeholders. Places the good of those above the self-interest of the leader. Dimensions: behaving ethically, creating value for community, putting others first, helping others grow and succeed, emotional healing, empowering others and conceptual skills.

Question 16

How can these approaches be compared?

Answer 16

Ethical leadership focuses on compliance with normative standards
Authentic leadersip focuses on self-awareness and self-concordance
Servant leadership focuses on benefiting multiple stakeholders

Question 17

What are the mediators and outcomes common to all types of moral leadership?

Answer 17

Mediators: justice, trust, positive climate, positive affect, emotional exhaustion, efficacy, promotion focus, communication, intrinsic motivation, need satisfaction, perceived org/supervisor support, psych capital, empowerment, ownership, safety, work engagement, identification, justice, interactional justice, trust in leader, knowledge sharing, lower-level leadership, LMX
Outcomes: leader effectiveness, burnout, stress, wellbeing, job satisfaction, supervisor satisfaction, org commitment, affective commitment, turnover intention, OCB, voice, extra effort, performance, creativity, proactivity, customer service behaviours, deviance

Question 18

What is the common theory across all types

Answer 18

Social exchange theory has been applied to suggest that moral leaders results in positive relationships with followers who reciprocate by engaging in positive behaviours that their leader values. Social learning theory suggests that followers observe their moral leaders behaviours as they are role models, and emulate these behaviours as they are expected to be valued and rewarded. Social identity theory suggests that moral forms of leadership compel followers to identify with the supervisor or organization. These theories generate the conclusion that positive forms of leadership are motivational

Question 19

How do constructs overlap?

Answer 19

Ethical & servant: concern for followers
Ethical & authentic: moral consistency
Authentic & servant: enhance followers personal growth

Question 20

What are the distinctive dimensions?

Answer 20

• ethical leadership uses rewards and punishments to hold followers accountable for organizational standards + values
• authentic leaders demonstrate self-awareness + actively seek feedback for personal growth
• servant leadership is attentive and creates valued outcomes for multiple stakeholders
• differ in the content of morality or the criteria an individual uses to determine what is right or wrong

Question 21

What are the common dimensions?

Answer 21

All model moral/ethical behaviour.
Ethical leadership and authentic leadership share a focus on moral consistency. Authentic leadership uses a self-concordant approach to moral consistency by measuring the degree to which behaviours are consistent with core values and beliefs. Behavioural integrity important for both of these.
Ethical and servant leadership both have concern for followers which is advocating and protecting followers’ best interests.
Servant and authentic leadership are attuned to development and personal growth of followers, by empowering and encouraging them

Question 22

What is the role of servant leadership?

Answer 22

• predicts service-related outcomes
• related to follower outcomes like work-family balance, and workplace spirituality
• empathy of leaders towards stakeholders, by having high care for others
• servant leadership is negatively related to extraversion
• related to consequentialism which is that a moral attitude is how it impacts the good of the world
• utilitarianism is the most prominent form, which defines the valued ends of morality as well-being for all, reflected in leadership as the leaders prioritize the good of multiple stakeholders. Serving others benefits the org as it leads to success, which is beneficial to other stakeholders

Question 23

What is the role of ethical leadership?

Answer 23

• ethical issues depend on subjective perceptions, predicts duty orientation to respect + honour org rules and principles
• use transactional discipline to reinforce norm-based expectations, which predict outcomes
• outcomes: suppress corrupts, linked to political skill, may exploit policies and rules to enhance own ends, which other moral approaches might judge immoral
• no direct relationship with service performance and service adherence or compliance to company guidelines, effects only flowed through mediating variable of normative belief or perception of salient + important norms

Question 24

How is deontology related to ethical leadership?

Answer 24

• what is right and wrong depends on the structure of an act, and how it aligns with established rules, norms and ideas of justice
• related to Kantianism- immoral acts are those which are fundamentally contradictory to their context
• the outcome is irrelevant, but the act is moral because the actor obeyed their duty and nothing more

Question 25

What is the role of authentic leadership?

Answer 25

- theory of authenticity differentiates between an optimal or stable self-esteem from a fragile defensive one, included self-awareness, unbiased processing of self-relevant info, true self, openness and honesty - intrinsic motivation important - predicted by physical enactment of emotions and telling stories about their past - men more likely to be authentic leaders, women more likely to be servant leaders - inspires authentic followership -> psych safety - core of morality not in attention to norms and rules but within the virtues of the decision-maker, so being a moral person-> virtue ethics theory which focusses on self-awareness and understanding

Question 26

How can commonalities be reduced in moral leadership research?

Answer 26

- reducing common outcomes - reducing common theory by looking at the value of morality, more sharp theoretical specification needed - reducing common composition -> define how ethical, authentic and servant leaders uniquely approach a similar set of behaviours - aligning measurement and theory: unclear whether common or distinctive dimensions drive the variance in outcomes, less variability in item depth needed as measurement items become more abstract

Question 27

Item depth

Answer 27

Includes component level, facet level and global level. Component level items are the most concrete and objective in terms of observations and experiences, facet level items need subjective interpretations and global level items assess overall attitudes or general responses to abstract concepts. The heterogeniety in item depth is problematic as the questions are abstract. Vulnerable to halo effects, all 3 are seen as generally positive. Should include more specific behaviours

Question 28

Item breadth

Answer 28

- increases construct validity as it reduces the risk of measuring a phenomenon by its antecedents or outcomes - challenges for leadership constructs as there are confounds among causally related components like leader characteristics, leader behaviours and leader effects - important for servant leadership theory as it measures behaviours and characteristics in conceptual alignment but creates issues

Question 29

What are the moral foundations in future research?

Answer 29

- refining distinctions among ethical, authentic and servant leadership - emotional attachment to specific moral philosophies-> moral debates and tension-> can leaders employ more than one moral philosophy at the same time - morality is subjective -

Question 30

Resource allocation theories of self-control

Answer 30

Individuals have a finite pool of resources available for self-regulation. Engaging in behaviours that require deliberate control consumes attentional resources. Self-regulation effort leads to a reduction of regulatory capability on following activities, resulting in fatigue and passivity. More experience in perspective taking could be less depleting than those with less experience

Question 31

Servant leadership

Answer 31

Leader behaviours that prioritize followers' interest ahead of leaders' own and aim to develop followers to their fullest potential. Can place excessive demands on leaders, making them feel depleted. When people feel depleted, they become more passive and experience performance impairments on subsequent task requiring self-control, which is represented as laissez-faire leadership

Question 32

What is the role of perspective taking as a moderator liao et al?

Answer 32

It is a cognitive process in which individuals adopt others' viewpoints in an attempt to understand their preferences, values and needs. If someone is experienced in perspective taking, it should take less effort to engage in episodic servant leadership behaviours as they can more easily understand and identify with others' experiences.

Question 33

Hypotheses Liao et al 2020

Answer 33

Engaging in servant leadership behaviors is positively related to state depletion. Leader state depletion is positively related to daily laissez-faire leader behaviors. Engaging in servant leadership behaviors has a positive indirect relationship with laissez-faire leader behaviors via state depletion. The positive relationship of servant leadership behaviors with state depletion is weaker when leaders’ perspective taking is higher (vs. lower). Perspective taking moderates the positive indirect relationship of servant leadership behaviors with laissez-faire leader behaviors via state depletion, such that the indirect relationship is weaker when perspective taking is higher (vs. lower).

Question 34

What was the method of study 1 Liao et al 2020?

Answer 34

Collected data from managers at Amazon Mechanical Turk. First they sent out a survey about perspective-taking and demographics, then administered a survey at the end of each of the 5 workdays to assess servant leadership behaviours and state depletion. They also used pilot studies to assess the validity of their shortened scale for servant leadership behaviour.

Question 35

What were the results of study 1 Liao 2020?

Answer 35

Hypothesis 1 was not supported as servant leadership behaviour did not predict state depletion. But, perspective taking was a significant moderator of this relationship and only at a within-person level, not between-person level. The positive relationship with depletion existed only for leaders who are low in perspective-taking. For those high in perspective-taking, that relationship was reversed

Question 36

What is the method of study 2 Liao 2020?

Answer 36

They collected data over 3 weeks using managers who were enrolled in a part-time MBA course. They sent out a one-time survey to asess perspective-taking and trait self-control, and daily surveys were emailed to managers twice a day for 10 workdays. They sent out the first one at the end of the morning to assess negative emotion and prevention focus, while the second one was sent at the end of the workday to assess daily leader behaviours and state depletion. They controlled for negative emotions and avoidance oriented motives, controlled for task-focused initiating structure and consideration

Question 37

What were the results of study 2 Liao 2020?

Answer 37

Daily engagement in servant leadership behaviour was unrelated to state depletion. State depletion predicted next day laissez faire leader behaviour. Perspective taking was a significant moderator. The indirect effect of servant leadership behaviour on laissez faire behaviour through state depletion was significant. Servant leadership behaviour had a positive effect on laissez faire behaviour through depletion only when leader perspective taking was low, but the relationship was negative when perspective taking was high. When leaders are depleted, high perspective-taking leaders lack self-control resources to engage in effortful behaviours. Current day laissez-faire behaviour is positively related to next day servant leadership behaviour

Question 38

What are the implications of Liao et al 2020's study?

Answer 38

1. show day-to-day variation 2. experience can lessen depletion 3. different patterns of relationships shown across different levels of analysis 4. those not skilled in perspective-taking should cope and offset potential depletion 5. provide incentives and higher performance evaluations for leaders who engage in servant leadership behaviours, should receive more gratitude 6. training on certain skills when engaging in servant leadership behaviours