The relationship between transformational leadership, integrity, and an ethical climate in organisations

Van Aswegen, Anja S. ; Engelbrecht, Amos S. (2009-10)

CITATION: Van Aswegen, A.S. & Engelbrecht, A.S. 2009. The relationship between transformational leadership, integrity and an ethical climate in organisations. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 7(1); Art. #175, doi:10.4102/sajhrm.v7i1.175.

The original publication is available at http://www.sajhrm.co.za/index.php/sajhrm/article/view/175

Article

By effectively utilising the transformational leadership process, an organisation’s culture can be transformed into one that encourages ethical behaviour. The aim of this study was to validate a theoretical model to explain the relationships between leadership, integrity and an ethical climate. A non-probability sample of employees (n = 203) from medium to large companies was used. Data were analysed by item, factor and multiple regression analyses. The results revealed that transformational leadership has a positive effect on the dimensions of an ethical climate. No convincing support was found for the proposition that integrity moderates the relationship between transformational leadership and the dimensions of an ethical climate.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/96465
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