Skip to main content
SpringerLink
Log in

New Insights into Ethical Leadership: A Qualitative Investigation of the Experiences of Executive Ethical Leaders

  • Published:
Journal of Business Ethics Aims and scope Submit manuscript

Abstract

Ethical leadership has become a thriving research field. However, on reviewing previous research, we argue that several fundamental questions remain unclear and need further investigation. (1) Ethical leaders are defined as behaving ‘normatively appropriate[ly]’ (Brown et al., Organ Behav Hum Decis Process 97(2):117–134, 2005), but it remains unclear what this entails. What specific behaviours does an ethical leader show? (2) To date, ethical leadership has focused primarily on leader behaviour towards employees. Which stakeholders apart from employees are important to the ethical leader, and what kind of ethical behaviour does the ethical leader show towards them? (3) What are further antecedents and consequences of ethical leadership? We addressed these questions by qualitatively analysing interviews with 17, mostly Swiss, executive ethical leaders. The results indicate that executive ethical leaders care not only about employees but also about other stakeholders, such as customers, suppliers, owners of companies, the natural environment and society. Additionally, this study identified a broad range of executive ethical leaders’ behaviours towards these stakeholders, and, therefore, may function as a useful resource for future quantitative studies. Furthermore, we identified several antecedents of executive ethical leadership, for example ethical role models, business strategy and owner’s values, and consequences such as effects on other stakeholders than employees. Finally, our results shed more light on the processes of ethical guidance of employees. Managerial implications and avenues for further research are discussed.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Similar content being viewed by others

Abbreviations

ELS:

Ethical Leadership Scale

ELBS:

Ethical Leadership Behavior Scale

ELW:

Ethical Leadership at Work Questionnaire

References

  • Akaah, I. P. (1996). The influence of organizational rank and role on marketing professionals’ ethical judgments. Journal of Business Ethics, 15(6), 605–614.

    Article  Google Scholar 

  • Avey, J. B., Palanski, M. E., & Walumbwa, F. O. (2010). When leadership goes unnoticed: The moderating role of follower self-esteem on the relationship between ethical leadership and follower behavior. Journal of Business Ethics, 98(4), 573–582. doi:10.1007/s10551-010-0610-2.

    Article  Google Scholar 

  • Avey, J. B., Wernsing, T. S., & Palanski, M. E. (2012). Exploring the process of ethical leadership: The mediating role of employee voice and psychological ownership. Journal of Business Ethics, 107(1), 21–34. doi:10.1007/s10551-012-1298-2.

    Article  Google Scholar 

  • Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. doi:10.1016/j.leaqua.2005.03.001.

    Article  Google Scholar 

  • Bass, B. M., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, and managerial applications. New York: Free Press.

    Google Scholar 

  • Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181–217. doi:10.1016/s1048-9843(99)00016-8.

    Article  Google Scholar 

  • Bennett, R. J., & Robinson, S. L. (2000). Development of a measure of workplace deviance. Journal of Applied Psychology, 85(3), 349–360.

    Article  Google Scholar 

  • Bowie, N. E., & Werhane, P. H. (2005). Management ethics. Oxford: Blackwell Publishing.

    Google Scholar 

  • Boyd, B. K., Haynes, K. T., & Zona, F. (2011). Dimensions of CEO–board relations. Journal of Management Studies, 48(8), 1892–1923. doi:10.1111/j.1467-6486.2010.00943.x.

    Article  Google Scholar 

  • Brenner, S. N., & Molander, E. A. (1977). Is the ethics of business changing? Harvard Business Review, 55(1), 57–71.

    Google Scholar 

  • Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20(4), 583–616.

    Article  Google Scholar 

  • Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595–616. doi:10.1016/j.leaqua.2006.10.004.

    Article  Google Scholar 

  • Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134. doi:10.1016/j.obhdp.2005.03.002.

    Article  Google Scholar 

  • Burns, J. M. (1978). Leadership. Oxford: Harper & Row.

    Google Scholar 

  • Ciulla, J. B. (2003). The ethics of leadership. Belmont, CA: Wadsworth Publishing.

    Google Scholar 

  • Conger, J. A. (1998). Qualitative research as the cornerstone methodology for understanding leadership. The Leadership Quarterly, 9(1), 107–121. doi:10.1016/s1048-9843(98)90044-3.

    Article  Google Scholar 

  • Crane, A., & Matten, D. (2010). Business ethics (3rd ed.). New York: Oxford University Press.

    Google Scholar 

  • De Hoogh, A. H. B., & Den Hartog, D. N. (2008). Ethical and despotic leadership, relationships with leader’s social responsibility, top management team effectiveness and subordinates’ optimism: A multi-method study. The Leadership Quarterly, 19(3), 297–311. doi:10.1016/j.leaqua.2008.03.002.

    Article  Google Scholar 

  • de Villiers, C., Naiker, V., & van Staden, C. J. (2011). The effect of board characteristics on firm environmental performance. Journal of Management, 37(6), 1636–1663. doi:10.1177/0149206311411506.

    Article  Google Scholar 

  • Den Hartog, D. N., & Belschak, F. D. (2012). Work engagement and machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35–47. doi:10.1007/s10551-012-1296-4.

    Article  Google Scholar 

  • Den Hartog, D. N., & De Hoogh, A. H. B. (2009). Empowering behaviour and leader fairness and integrity: Studying perceptions of ethical leader behaviour from a levels-of-analysis perspective. European Journal of Work and Organizational Psychology, 18(2), 199–230. doi:10.1080/13594320802362688.

    Article  Google Scholar 

  • DesJardins, J. (2011). An introduction to business ethics (4th ed.). New York: McGraw-Hill.

    Google Scholar 

  • Detert, J. R., Treviño, L. K., Burris, E. R., & Andiappan, M. (2007). Managerial modes of influence and counterproductivity in organizations: A longitudinal business-unit-level investigation. The Journal of Applied Psychology, 92(4), 993–1005. doi:10.1037/0021-9010.92.4.993.

    Article  Google Scholar 

  • Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of the corporation: Concepts, evidence, and implications. Academy of Management Review, 20(1), 65–91. doi:10.5465/amr.1995.9503271992.

    Google Scholar 

  • Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit-level organizational citizenship behavior. Personnel Psychology, 57(1), 61–94. doi:10.1111/j.1744-6570.2004.tb02484.x.

    Article  Google Scholar 

  • Eisenbeiss, S. A. (2012). Re-thinking ethical leadership: An interdisciplinary integrative approach. The Leadership Quarterly, 23(5), 791–808. doi:10.1016/j.leaqua.2012.03.001.

    Article  Google Scholar 

  • Eisenbeiss, S. A., & Giessner, S. (2012). The emergence and maintenance of ethical leadership in organizations: A question of embeddedness? Journal of Personnel Psychology, 11(1), 7.

    Article  Google Scholar 

  • Flick, U. (1994). Qualitative Methoden. In L. von Rosenstiel, C. M. Hockel, & W. Molt (Eds.), Handbuch der Angewandten Psychologie. Grundlagen, Methoden, Praxis (pp. 1–12). Landsberg/Lech: Ecomed.

    Google Scholar 

  • Fox, S., & Spector, P. E. (1999). A model of work frustration–aggression. Journal of Organizational Behavior, 20(6), 915–931. doi:10.1002/(sici)1099-1379(199911)20:6<915:aid-job918>3.0.co;2-6.

    Article  Google Scholar 

  • Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston: Pitman.

    Google Scholar 

  • Freeman, R. E. (1994). The politics of stakeholder theory: Some future directions. Business Ethics Quarterly, 4(4), 409–421.

    Article  Google Scholar 

  • Freeman, R. E., Harrison, J. S., Wicks, A. C., Parmar, B. L., & de Colle, S. (2010). Stakeholder theory. The state of the art. Cambridge: Cambridge University Press.

    Book  Google Scholar 

  • Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly, 14(6), 693–727. doi:10.1016/j.leaqua.2003.09.001.

    Article  Google Scholar 

  • Garriga, E., & Melé, D. (2004). Corporate social responsibility theories: Mapping the territory. Journal of Business Ethics, 53(1), 51–71. doi:10.1023/b:busi.0000039399.90587.34.

    Article  Google Scholar 

  • Giessner, S., & Quaquebeke, N. (2011). Using a relational models perspective to understand normatively appropriate conduct in ethical leadership. Journal of Business Ethics, 95(S1), 43–55. doi:10.1007/s10551-011-0790-4.

    Article  Google Scholar 

  • Glaser, B. G., & Strauss, A. L. (1967). The discovery of grounded theory. Strategies for qualitative research. New York: Aldine.

    Google Scholar 

  • Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press.

    Google Scholar 

  • Haleblian, J., & Rajagopalan, N. (2006). A cognitive model of CEO dismissal: Understanding the influence of board perceptions, attributions and efficacy beliefs. Journal of Management Studies, 43(5), 1009–1026. doi:10.1111/j.1467-6486.2006.00627.x.

    Article  Google Scholar 

  • Holley, D. M. (1998). Information disclosure in sales. Journal of Business Ethics, 17(6), 631–641. doi:10.1023/a:1005903417049.

    Google Scholar 

  • Howell, J. M. (1988). Two faces of charisma: Socialized and personalized leadership in organizations. In J. A. Conger & N. Rabindra (Eds.), Charismatic leadership: The elusive factor in organizational effectiveness (pp. 213–236). San Francisco: Jossey-Bass.

    Google Scholar 

  • Howell, J. M., & Avolio, B. J. (1992). The ethics of charismatic leadership: Submission or liberation? Academy of Management Executive, 6(2), 43–54. doi:10.5465/ame.1992.4274395.

    Google Scholar 

  • Kalshoven, K., & Boon, C. T. (2012). Ethical leadership, employee well-being, and helping: The moderating role of human resource management. Journal of Personnel Psychology, 11(1), 60–68. doi:10.1027/1866-5888/a000056.

    Article  Google Scholar 

  • Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. B. (2010). Ethical leader behavior and big five factors of personality. Journal of Business Ethics, 100(2), 349–366. doi:10.1007/s10551-010-0685-9.

    Article  Google Scholar 

  • Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. B. (2011). Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure. The Leadership Quarterly, 22(1), 51–69. doi:10.1016/j.leaqua.2010.12.007.

    Article  Google Scholar 

  • Kanungo, R. N., & Mendonca, M. (1996). Ethical dimensions of leadership. Thousand Oaks: Sage Publications.

    Google Scholar 

  • Laplume, A. O., Sonpar, K., & Litz, R. A. (2008). Stakeholder theory: Reviewing a theory that moves us. Journal of Management, 34(6), 1152–1189. doi:10.1177/0149206308324322.

    Article  Google Scholar 

  • Lee, S. T., & Cheng, I. H. (2010). Characteristics and dimensions of ethical leadership in public relations. Journal of Public Relations Research, 23(1), 46–74. doi:10.1080/1062726x.2010.504790.

    Article  Google Scholar 

  • Mayer, D., 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. doi:10.1016/j.obhdp.2008.04.002.

    Article  Google Scholar 

  • Mayer, D. M., Aquino, K., Greenbaum, R. L., & Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1), 151–171. doi:10.5465/amj.2008.0276.

    Google Scholar 

  • Mayring, P. (1983). Qualitative Inhaltsanalyse: Grundlagen und Techniken. Weinheim: Beltz.

    Google Scholar 

  • Neubert, M. J., Carlson, D. S., Kacmar, K. M., Roberts, J. A., & Chonko, L. B. (2009). The virtuous influence of ethical leadership behavior: Evidence from the field. Journal of Business Ethics, 90(2), 157–170. doi:10.1007/s10551-009-0037-9.

    Article  Google Scholar 

  • Peus, C., Kerschreiter, R., Frey, D., & Traut-Mattausch, E. (2010). What is the value? Zeitschrift für Psychologie/Journal of Psychology, 218(4), 198–212. doi:10.1027/0044-3409/a000030.

    Google Scholar 

  • Phillips, R. A., & Reichart, J. (2000). The environment as a stakeholder? A fairness-based approach. Journal of Business Ethics, 23(2), 185–197. doi:10.1023/a:1006041929249.

    Article  Google Scholar 

  • Posner, B. Z., & Schmidt, W. H. (1984). Values and the American manager: An update. California Management Review, 26(3), 202–216.

    Article  Google Scholar 

  • Posner, B. Z., & Schmidt, W. H. (1996). The values of business and federal government executives: More different than alike. Public Personnel Management, 25(3), 277.

    Google Scholar 

  • Rowold, J., Borgmann, L., & Heinitz, K. (2009). Ethische Führung—Gütekriterien einer deutschen Adaptation der Ethical Leadership Scale (ELS-D) von Brown et al. (2005). Zeitschrift für Arbeits- und Organisationspsychologie, 53(2), 57–69. doi:10.1026/0932-4089.53.2.57.

    Article  Google Scholar 

  • Shin, Y. (2012). CEO ethical leadership, ethical climate, climate strength, and collective organizational citizenship behavior. Journal of Business Ethics, 108(3), 299–312. doi:10.1007/s10551-011-1091-7.

    Article  Google Scholar 

  • Strobel, M., Tumasjan, A., & Welpe, I. (2010). Do business ethics pay off? Zeitschrift für Psychologie/Journal of Psychology, 218(4), 213–224. doi:10.1027/0044-3409/a000031.

    Google Scholar 

  • Tanner, C., Brügger, A., van Schie, S., & Lebherz, C. (2010). Actions speak louder than words. Zeitschrift für Psychologie/Journal of Psychology, 218(4), 225–233. doi:10.1027/0044-3409/a000032.

    Google Scholar 

  • Toor, S.-R., & Ofori, G. (2009). Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90(4), 533–547. doi:10.1007/s10551-009-0059-3.

    Article  Google Scholar 

  • Treviño, L. K., & Brown, M. E. (2007). Ethical leadership. In D. L. Nelson & C. L. Cooper (Eds.), Positive organizational behavior: Accentuating the positive at work (pp. 101–116). London, Thousand Oaks, New Delhi: Sage.

    Chapter  Google Scholar 

  • Treviño, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56(1), 5–37. doi:10.1177/0018726703056001448.

    Article  Google Scholar 

  • van Dierendonck, D., & Nuijten, I. (2011). The servant leadership survey: Development and validation of a multidimensional measure. Journal of Business and Psychology, 26(3), 249–267. doi:10.1007/s10869-010-9194-1.

    Article  Google Scholar 

  • Voegtlin, C. (2011). Development of a scale measuring discursive responsible leadership. Journal of Business Ethics, 98(S1), 57–73. doi:10.1007/s10551-011-1020-9.

    Article  Google Scholar 

  • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2007). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89–126. doi:10.1177/0149206307308913.

    Article  Google Scholar 

  • Walumbwa, F. O., Morrison, E. W., & Christensen, A. L. (2012). Ethical leadership and group in-role performance: The mediating roles of group conscientiousness and group voice. The Leadership Quarterly, 23(5), 953–964. doi:10.1016/j.leaqua.2012.06.004.

    Article  Google Scholar 

  • Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275–1286. doi:10.1037/a0015848.

    Article  Google Scholar 

  • Weaver, G., Treviño, L. K., & Agle, B. (2005). “Somebody I look up to:” Ethical role models in organizations. Organizational Dynamics, 34(4), 313–330. doi:10.1016/j.orgdyn.2005.08.001.

    Article  Google Scholar 

  • Webley, S., & Werner, A. (2008). Corporate codes of ethics: Necessary but not sufficient. Business Ethics: A European Review, 17(4), 405–415. doi:10.1111/j.1467-8608.2008.00543.x.

    Article  Google Scholar 

Download references

Acknowledgments

This research was supported by the URPP for Ethics and Forschungskredit of the University of Zurich. We wish to thank Klaus Jonas and two anonymous reviewers for their helpful comments.

Author information

Authors and Affiliations

  1. URPP Ethics, Research Priority Programme in Ethics, University of Zurich, Zollikerstrasse 117, 8008, Zurich, Switzerland

    Colina Frisch & Markus Huppenbauer

Authors
  1. Colina Frisch
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Markus Huppenbauer
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Colina Frisch.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Frisch, C., Huppenbauer, M. New Insights into Ethical Leadership: A Qualitative Investigation of the Experiences of Executive Ethical Leaders. J Bus Ethics 123, 23–43 (2014). https://doi.org/10.1007/s10551-013-1797-9

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10551-013-1797-9

Keywords

Search

Navigation