Values oriented leadership – conceptualization and preliminary results in Slovakia
Abstract
The paper builds on the current trend in scholarly literature that reflects leadership from an ethical perspective. It introduces a new conceptualization of the values oriented leadership (VOL) and based on results of a pilot study, it informs on the level of VOL in the Slovak business environment and on systematic differences in VOL related to multiple individual and organizational factors. Contrary to the literature, results show that the VOL does not differ substantially between female and male leaders. Furthermore, this study adds to the current leadership ethics research also in that it includes two rarely investigated factors – the “length of leader-follower cooperation” and the “frequency of leader-follower interaction”. Both show an effect on the perceived VOL level; the theorized positive correlation with the frequency of leader-follower interaction is confirmed, nevertheless, somewhat surprisingly, results imply that the length of leader-follower cooperation affects negatively leader’s perceived ethicality at work. This study proves also differences in VOL based on regional company location and company size, with leaders in small companies rated significantly lower in VOL than leaders in large companies. The difference in VOL between leaders in Slovak-owned and foreign-owned companies is not established. Yet, compared to the private sector, this study confirms significantly lower VOL in the state-owned companies.
Keyword : ethics, leadership, ethical leadership, values, values oriented leadership, Slovakia, CEE
How to Cite
Lašáková, A., Bajzíková, Ľubica, & Blahunková, I. (2019). Values oriented leadership – conceptualization and preliminary results in Slovakia. Business: Theory and Practice, 20, 259-269. https://doi.org/10.3846/btp.2019.25
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
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Avey JB, Wernsing TS, Palanaski ME (2012) Exploring the process of ethical leadership: the mediating role of employee voice and psychological ownership. Journal of Business Ethics 107 (1): 21-34. https://doi.org/10.1007/s10551-012-1298-2
Avolio BJ, Gardner WL (2005) Authentic leadership development: getting to the root of positive forms of leadership. The Leadership Quarterly 16 (3): 315-338. https://doi.org/10.1016/j.leaqua.2005.03.001
Bai Y, Lin L, Liu JT (2017) Leveraging the employee voice: a multi-level social learning perspective of ethical leadership. The International Journal of Human Resource Management, 1-33. https://doi.org/10.1080/09585192.2017.1308414
Bandura A (1971) Social learning theory. New York: General Learning Press.
Barbuto JE, Wheeler DW (2006) Scale development and construct clarification of servant leadership. Group & Organization Management 31 (3): 300-326. https://doi.org/10.1177/1059601106287091
Beeri I, Dayan R, Vigoda-Gadot E, Werner SB (2013) Advancing ethics in public organizations: the impact of an ethics program on employees’ perceptions and behaviors in a regional council. Journal of Business Ethics 112 (1): 59-78. https://doi.org/10.1007/s10551-012-1232-7
Berger JB (2014) Leadership: a concise conceptual overview. Center for International Education Faculty Publications 18 https://scholarworks.umass.edu/cie_faculty_pubs/18
Blahunková I (2018) Hodnotovo orientované vedenie ľudí. PhD’s Thesis, Comenius University in Bratislava, Faculty of Management.
Boyne GA (2002) Public and private management: what’s the difference? Journal of Management Studies 39 (1): 97-122. https://doi.org/10.1111/1467-6486.00284
Brown ME, Trevino L (2006) Ethical leadership: a review and future directions. The Leadership Quarterly 17 (6): 595-616. https://doi.org/10.1016/j.leaqua.2006.10.004
Brown ME, Trevino LK, Harrison DA (2005) Ethical leadership: a social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes 97 (2): 117-134. https://doi.org/10.1016/j.obhdp.2005.03.002
Chen Ch-I, Li Ch-I (2013) Assessing the spiritual leadership effectiveness: the contribution of follower’s self-concept and preliminary tests for moderation of culture and managerial position. The Leadership Quarterly 24 (1): 240-255. https://doi.org/10.1016/j.leaqua.2012.11.004
Chen C-W, Tuliao KV, Cullen JB, Chang Y-Y (2016) Does gender influence managers’ ethics? A cross-cultural analysis. Business Ethics: A European Review 25 (4): 345-362. https://doi.org/10.1111/beer.12122
Copeland MK (2014) The emerging significance of values based leadership: a literature review. International Journal of Leadership Studies 8 (2): 105-135.
Dean KW (2008) Values-based leadership: how our personal values impact the workplace. The Journal of Values-Based Leadership 1 (1) http://scholar.valpo.edu/jvbl/vol1/iss1/9
Deluga RJ (1998) Leader-member exchange quality and effectiveness ratings: the role of subordinate-supervisor conscientiousness similarity. Group & Organization Management 23 (2): 189-216. https://doi.org/10.1177/1059601198232006
Dierksmeier C (2016) What is ‘humanistic’ about humanistic management? Humanist Management Journal 1 (1): 9-32. https://doi.org/10.1007/s41463-016-0002-6
Downe J, Cowell R, Morgan K (2016) What determines ethical behavior in public organizations: is it rules or leadership? Public Administration Review 76 (6): 898-909. https://doi.org/10.1111/puar.12562
Eisenbeiss SA (2012) Re-thinking ethical leadership: an interdisciplinary integrative approach. The Leadership Quarterly 23 (5): 791-808. https://doi.org/10.1016/j.leaqua.2012.03.001
European Commission (2009) Presidents of Commission and Parliament discuss ethical contributions for European and global economic governance with European faith leaders. Press release database, Brussels, 11 May 2009 http://europa.eu/rapid/press-release_IP-09-730_en.htm
Freeman RE, Auster ER (2011) Values, authenticity, and responsible leadership. Journal of Business Ethics 98 (S1): 15-23. https://doi.org/10.1007/s10551-011-1022-7
Fry LW (2003) Toward a theory of spiritual leadership. The Leadership Quarterly 14 (6): 693-727. https://doi.org/10.1016/j.leaqua.2003.09.001
Gardner WL, Avolio BJ, Luthans F, May DR, Walumbwa FO (2005a) “Can you see the real me?” A self-based model of authentic leader and follower development. The Leadership Quarterly 16 (3): 343-372. https://doi.org/10.1016/j.leaqua.2005.03.003
Gardner W, Avolio BJ, Walumbwa FO (2005b) Authentic leadership theory and practice: origins, effects and development. Bingley: Emerald Group Publishing Limited.
Gardner WL, Cogliser CC, Davis KM, Dickens MP (2011) Authentic leadership: a review of the literature and research agenda. The Leadership Quarterly 22 (6): 1120-1145. https://doi.org/10.1016/j.leaqua.2011.09.007
Graen GB (1976) Role making processes within complex organizations. In: Dunnette MD (Ed) Handbook in industrial and organizational psychology. Chicago: Rand-McNally, 1201-1245.
Graen GB, Uhl-Bien M (1995) Relationship-based approach to leadership: development of leader-member exchange (LMX) theory of leadership over 25 years: applying a multi-level multi-domain perspective. The Leadership Quarterly 6 (2): 219-247. https://doi.org/10.1016/1048-9843(95)90036-5
Hassan S, Wright BE, Yukl G (2014) Does ethical leadership matter in government? Effects on organizational commitment, absenteeism, and willingness to report ethical problems. Public Administration Review 74 (3): 333-343. https://doi.org/10.1111/puar.12216
Herington C, Weaven S (2008) Improving consistency for DIT results using cluster analysis. Journal of Business Ethics 80 (3): 499-514. https://doi.org/10.1007/s10551-007-9451-z
Ibarra H (2015) The authenticity paradox. Harvard Business Review, January-February 2015 https://hbr.org/2015/01/the-authenticity-paradox
Jordan J, Brown ME, Treviño LK, Finkelstein S (2013) Someone to look up to: executive-follower ethical reasoning and perceptions of ethical leadership. Journal of Management 39 (3): 660-683. https://doi.org/10.1177/0149206311398136
Kalshoven, K, Boon CT (2012) Ethical leadership, employee wellbeing, and helping. Journal of Personnel Psychology 11 (1): 60-68. https://doi.org/10.1027/1866-5888/a000056
Kalshoven K, Den Hartog DN, De Hoogh AHB (2011) Ethical leadership at work questionnaire (ELW): development and validation of a multidimensional measure. The Leadership Quarterly 22 (1): 51-69. https://doi.org/10.1016/j.leaqua.2010.12.007
Kraemer HMJ (2011) From values to action: the four principles of values-based leadership. San Francisco: Jossey-Bass.
Lašáková A, Remišová A, Búciová Z (2015) Teoretická reflexia etického vedenia ľudí [Theoretical reflection of the ethical leadership]. In: Aktuálne problémy podnikovej sféry 2015. Bratislava: Ekonóm, 348-357 http://fpm.euba.sk/www_write/files/veda-vyskum/Zborniky-APPS/2015.pdf
Lašáková A, Remišová A, Kirchmayer Z (2017) Are managers in Slovakia ethical leaders? Key findings on the level of ethical leadership in the Slovak business environment. Periodica Polytechnica Social and Management Sciences 25 (2): 87-96. https://doi.org/10.3311/PPso.9758
Lebow R, Simon WL (1997) Lasting change: the shared values process that makes companies great. Hoboken: John Wiley and Sons.
Liden RC, Sparrowe RT, Wayne SJ (1997) Leader-member exchange theory: the past and potential for the future. In: Ferris GR (Ed) Research in personnel and human resources management volume 15. Elsevier Science/JAI Press, 47-119.
Liden RC, Wayne SJ, Zhao H, Henderson D (2008) Servant leadership: development of a multidimensional measure and multi-level assessment. The Leadership Quarterly 19 (2): 161-177. https://doi.org/10.1016/j.leaqua.2008.01.006
Maak T, Pless NM (2006) Responsible leadership in a stakeholder society – a relational perspective. Journal of Business Ethics 66 (1): 99-115. https://doi.org/10.1007/s10551-006-9047-z
Mayer DM, Kuenzi M, Greenbaum R, Bardes M, Salvador R (2009) How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes 108 (1): 1-13. https://doi.org/10.1016/j.obhdp.2008.04.002
Mulla ZR, Krishnan VR (2012) Transformational leadership and Karma-Yoga: enhancing followers’ duty-orientation and indifference to rewards. Psychology and Developing Societies 24 (1): 85-117. https://doi.org/10.1177/097133361102400104
O’Toole J (2008) Notes toward a definition of values-based leadership. The Journal of Values-Based Leadership 1 (1) http://scholar.valpo.edu/jvbl/vol1/iss1/10
Oumlil AB, Balloun JL (2009) Ethical decision-making differences between American and Moroccan managers. Journal of Business Ethics 84 (4): 457-478. https://doi.org/10.1007/s10551-008-9719-y
Pless NM, Maak T (2011) Responsible leadership: pathways to the future. Journal of Business Ethics 98 (S1): 3-13. https://doi.org/10.1007/s10551-011-1114-4
Prilleltensky I (2000) Value-based leadership in organizations: balancing values, interests, and power among citizens, workers, and leaders. Ethics & Behavior 10 (2): 139-158. https://doi.org/10.1207/S15327019EB1002_03
Remišová A, Búciová Z, Lašáková A (2015) Ethical leadership in the public and private sector in Slovakia: a comparative study. In: Leadership and governance OF and IN public and private organizations in CEE countries: Abstract Reader. Chemnitz: Chemnitz University of Technology, 4-9 https://www.researchgate.net/publication/282154559_Ethical_Lead-ership_in_the_Public_and_Private_Sector_in_Slovakia_A_Comparative_Study
Remišová A, Lašáková A, Rudy J, Sulíková R, Kirchmayer Z, Fratričová J (2016) Ethical leadership in the Slovak business environment. Praha: Wolters Kluwer.
Schein EH (2010) Organizational culture and leadership. San Francisco: Jossey-Bass.
Schwartz MD, Dunfee TW, Kline MJ (2005) Tone at the top: an ethics code for directors? Journal of Business Ethics 58 (1-3): 79-100. https://doi.org/10.1007/s10551-005-1390-y
Sendjaya S, Sarros JC, Santora JC (2008) Defining and measuring servant leadership behaviour in organizations. Journal of Management Studies 45 (2): 402-424. https://doi.org/10.1111/j.1467-6486.2007.00761.x
Simga-Mugan C, Daly BA, Onkal D, Kavut L (2005) The influence of nationality and gender on ethical sensitivity: an application of the Issue-contingent model. Journal of Business Ethics 57 (2): 139-159. https://doi.org/10.1007/s10551-004-4601-z
Spence LJ (1999) Does size matter? The state of the art in small business ethics. Business Ethics: A European Review 8 (3): 163-174. https://doi.org/10.1111/1467-8608.00144
Spence LJ, Lozano JF (2000) Communicating about ethics with small firms: experiences from the U.K. and Spain. Journal of Business Ethics 27 (1-2): 43-53. https://doi.org/10.1007/978-94-011-4311-0_6
Stajkovic AD, Luthan F (1997) Business ethics across cultures: a social cognitive model. Journal of World Business 32 (1): 17-34. https://doi.org/10.1016/S1090-9516(97)90023-7
Svensson G, Wood G, Callaghan M (2009) Cross-sector organizational engagement with ethics: a comparison between private sector companies and public sector entities of Sweden. Corporate Governance 9 (3): 208-297. https://doi.org/10.1108/14720700910964343
Tomescu M, Popescu MA (2013) Ethics and conflicts of interest in the public sector. Contemporary Readings in Law and Social Justice 5 (2): 201-206.
Trevino LK, Brown M (2005) The role of leaders in influencing unethical behavior in the workplace. In: Kidwell RE, Martin CL (Eds) Managing organizational deviance. Sage Publications, 69-79 https://us.corwin.com/sites/default/files/upm-binaries/4910_Kidwell_Chapter_3.pdf
Trevino LK, Brown M, Hartman LP (2003) A qualitative investigation of perceived executive ethical leadership: perceptions from inside and outside the executive suite. Humane Relations 56 (1): 5-37. https://doi.org/10.1177/0018726703056001448
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