The ethical dimension of leadership is an increasingly prominent topic, driven by high profile cases such as Enron, Starbucks, and South Yorkshire Police. What constitutes an ethical or unethical decision is ambiguous, based on personal ethical ideologies. Thus, leaders’ ethical orientation may impact on employee behaviours and engagement. In turn, but little researched, followers may influence leaders’ attitudes to ethical issues via challenging communication and behaviours. It is therefore important to understand what leadership lessons can be learnt in order to inform decisions about how future leaders are selected and developed.Objective 1Assess if, and how, the congruence of leaders’ and followers’ ethical ideology and attitudes to hypothetical ethical dilemmas influences follower outcomes (OCB).Objective 2Assess if, and how, followers influence leaders’ attitudes to hypothetical ethical dilemmas.Objective 3Assess if, and how, organisational climate moderates the relationship between leaders’ ethical ideology and their attitudes to hypothetical ethical dilemmas.
The study comprises development of ethical dilemmas based on literature and interviews and a large-scale quantitative, longitudinal survey, run at 3 time points. The survey results will be analysed using Structural Equation Modelling techniques. Participants will include leader-follower dyads from private, public, and third-sector organisations which are involved in the criminal justice system. The survey measures are: