Discussion of the Findings: The Absence of Unethical Leadership Is Already a Success
The purpose of this chapter is to critically discuss the findings in the light of the theory, to evaluate the applied research frameworks, and to prepare the ground to answer the original research questions. There are also some new emerging themes in the
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Discussion of the Findings: The Absence of Unethical Leadership Is Already a Success
The purpose of this chapter is to critically discuss the findings in the light of the theory, to evaluate the applied research frameworks, and to prepare the ground to answer the original research questions. There are also some new emerging themes in the findings which need to be discussed. The chapter links back the findings to the various theories from the diverse bodies of literature concerning ethical leadership, culture and climate, implementation, and change. This chapter itself will discuss the findings of the study in three parts: 1. Section 7.1 gives a brief summary of how the findings relate to the main research theories outlined in the literature review. The structure of this section follows the sequence of topics of the literature review. 2. Section 7.2 will revisit the research framework model, which integrated the needed transformational forces from the fields of change, culture/climate, and leadership. 3. In Sect. 7.3, new and emerging aspects from the findings that were not covered in the literature review and which play a role for answering the research questions are discussed in the light of recent research. The findings did reveal that only few traces of leadership issues associated with ethical leadership could be identified in the researched factory. However, a leadership climate based on moral values, integrity, and role models who act accordingly would bring about many benefits in an organisation that is in constant flux, as the example of dept. 4 illustrated. In the broadest sense, the absence of unethical behaviour can already be seen as bearing positive leadership characteristics, confirming Parry and Proctor-Thomson (2002) and White and Lean (2008). Reverting to the definition of Brown, Trevi~no, and Harrison (2005: 120), who define ethical leadership as: ‘The demonstration of normatively appropriate conduct through personal action and interpersonal relationships, and promotion of such conduct among followers through two-way communication, reinforcement and decision making processes.’,
© Springer International Publishing Switzerland 2017 B. Bachmann, Ethical Leadership in Organizations, CSR, Sustainability, Ethics & Governance, DOI 10.1007/978-3-319-42942-7_7
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7 Discussion of the Findings: The Absence of Unethical Leadership Is Already. . .
It can be stated, that at least in one department, these criteria were met. This department was the only one that evaluated their leaders positively. Also, as an outcome of this study, the above definition of ethical leadership can be confirmed as being adequate. However, it would require a considerable remedial effort to bring all leaders in this company to a level that would meet this definition. Implementing ethical leadership, however, seems possible, as in traces (department 4) it does exist. Here, one individual was able to influence his entire surrounding. This is noteworthy, looking at the general complaints level in the researched factory, the di
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