This applies to my own work or not to plagiarizing the work of others. If it is proven in the future that this scientific work is not my own work or a plagiarism of the work of others, I am ready to accept sanctions in accordance with the applicable laws and regulations. To my beloved parents and family for all their love, affection, attention, moral and material support, trust and sincere prayer during the skripsi process.
Thank you for the supervision, advice and guidance from the very early stages to the completion of this research. To Widya Silviana, Yulinar Tri Handayani and Pratiwi Tanjung thank you for always supporting me. Last words, many thanks to those who cannot be named one by one, who helped and supported the author to finish this thesis.
As a result of this result, this study suggests that by having ethical leaders, organizations can facilitate the employee to feel freedom and comfort in delivering voices, and also make employees to be more involved and feel responsible in their work towards the desired goal of the organizations.
- Background of the study
- Research Question
- Research Objectives
- Significance of the Study
- For Researcher
- For Companies
- For Reader
- Organization of the Skripsi
This study examines a clear ethical behavior of employees - moral voice - as a result of ethical leadership. Does the role of psychological safety mediate the relationship between ethical leadership and moral voice. Does the role of felt obligation to constructive change mediate the relationship between ethical leadership and moral voice.
This study aims to investigate whether psychological safety and felt obligation to constructive change will mediate the relationship between ethical leadership and moral voice. This research provides companies with information that ethical leadership plays an important role in the organization, especially in encouraging employees to express their moral voice.
- Ethical Leadership
- Psychological Safety
- Felt Obligation for Constructive Change
- Moral Voice
- Hypothesis Development
- Research Model
Kahn (1990) defined psychological safety as “feeling able to express and utilize one's self without fear of negative consequences for one's self-image, status, or career.” In the workplace, psychological safety represents an environmental state that provides employees with sufficient security and predictability to be creative (Gong et al. 2012). Formal power relations influence followers' perceptions of personal risk in the workplace and leaders' behavior informs followers of acceptable behavior that is further linked to perceptions of psychological safety (Edmondson, et al., 2004).
Leader behaviors described as promoting psychological safety include accessibility and approachability, inviting input, and modeling openness and fallibility (Edmondson, et al., 2004). Kahn (1990) also said that psychological safety reflects supportive management, role clarity and freedom of self-expression in the workplace. Moreover, ethical leaders respect the interests of their followers and provide them with instrumental and emotional support (Brown et al. 2005).
These behaviors help team members feel valued and respected, thereby creating a shared perception of psychological safety that allows these members to express their true selves (Loi et al. 2012). For example, a reverse causal argument for the positive relationship between psychological safety and voice is that employees who speak up have concluded that the interpersonal context is a safe context to do so in order to make an attitudinal assessment of voice, employees often turn to the network of immediate interpersonal (ie, supervisors and co-workers) for. Empirical work has also shown that subordinate perceptions of psychological safety mediate the relationship between managers' openness and employee voice in restaurant chains (Detert & Burris, 2007).
Consistent with this reasoning, previous empirical work has shown support for the importance of felt commitment to constructive change as a psychological state that leads to the performance of voice and other discretionary, change-oriented behaviors (Fuller et al., 2006; Morrison & Phelps, 1999; Withey & Cooper, 1989). Psychological safety describes individuals' perception of the consequences of interpersonal risks in their work environment. The mediating role of felt commitment to constructive change toward ethical leadership for moral voice.
- Operational Definition of Variables
- Independent Variable
- Dependent Variable
- Mediating Variable
- Sampling Design
- Research Instrument
- Statistical Analysis
Psychological safety was measured using a questionnaire adopted from May et al (2004), which consists of five statements. Felt commitment to constructive change can be defined as a significant mental state that reflects how much 'the individual feels capable of and responsible for the delayed consequences of the work the individual does. It was measured using a questionnaire adapted from Eisenberger et al (2001), which consists of five statements.
The sample question was "I feel a personal obligation to make constructive suggestions to help the organization achieve its goals". Primary data means the information related to variables of interest used in this study is profit from the original source (Sekaran and Bougie, 2003). In determining the sample size, this study uses the requirement set by Hair et al.
It set the requirement to identify the sample size, the researcher must collect at least 5 respondents from each question in the questionnaire. This study consisted of independent variable, dependent variable and mediating variable, with the total of 23 questions. To avoid social desirability bias, the researcher informed the respondents the first time before they filled in the questionnaire that the information collected would be highly confidential.
This questionnaire has two main sections, first section of the questionnaire consists of question about the variable, which is measured using 5 Likert scale. Variable ethical leadership consists of 10 questions, variable psychological safety consists of 5 questions, variable felt obligation for constructive change consists of 5 questions, and variable moral voice consists of 3 questions. -PLS administers method to not only evaluate each of the relationships jointly rather than in separate analyses, but also combines the multi-item scales in the analysis to account for any measurement that associates with each of the scales (Hair et al (2010).
- Respondents Profile
- Descriptive Analysis
- Inferential Analysis
- Structural Model Analysis
- Discussion and Implication
Meanwhile, the outcome between ethical leadership and felt obligation for constructive change shows a positive relationship (β = 0.69, p < 0.01). Therefore, Ethical Leadership (EL), Psychological Safety (PS), Felt Commitment to Constructive Change (FOCC) and Moral Voice (MV) already met the required standard. In carrying out structural model analysis, the researcher identifies the direct effect between Ethical Leadership (EL) as independent variable to Moral Voice (MV) as dependent variable.
Thus, hypothesis 2 is supported, which states that ethical leadership has a positive effect on the perceived obligation for constructive change. This study examines the relationship of ethical leadership to moral voice and two other variables, namely psychological safety and sense of obligation to make constructive change as mediating variables. Other hypotheses related to the relationship between ethical leadership and a sense of obligation for constructive change were also supported.
Ethical leadership has the courage to change their moral intentions into ethical behavior (Zhu et al., 2004). The result of the study showed a result similar to the previous study that ethical leadership has a positive relationship with moral voice (Liu et al. 2015). In this study the researcher uses psychological safety and felt obligation for constructive change as a mediating variable between ethical leadership and moral voice.
As discussed earlier, the research of Lee et al (2017) was the first time that the role of ethical leadership was investigated in relation to an explicit employee moral behavior, moral voice. Furthermore, this study also provides evidence for the future research that is recommended. by Lee et al (2015) that psychological safety and felt obligation for constructive change mediated the relationship between ethical leadership and moral voice. In terms of practical implications, the findings of this research show that ethical leadership plays an important role in the organization, specifically in improving the employees to express their moral voice. So it is important for the organizations to have such kind of leaders with ethical leadership.
Conclusion
Consequently, this research provides significant understanding that contributes to the literature of ethical leadership and moral voice. The researcher hopes that this research will inspire the other researchers to further investigate the research on leadership and moral voice in a varied context, so that it will provide a more comprehensive picture of the role of leadership styles in facilitating employees.
Limitation and Future Research
Thus, future research should examine the research model in other professions and other regions in Indonesia so that the result can be applied universally. This study found that ethical leadership had a significant and significant effect on moral courage voice behavior. However, this finding may not confirm a unique effect of ethical leadership apart from the contribution of other related leadership constructs (eg, transformational leadership and authentic leadership).
In addition, individual characteristics of leaders, such as agreeableness, conscientiousness, and moral identity, are directly or indirectly related to followers' behavioral outcomes (e.g., Mayer et al. 2012; Walumbwa and Schaubroeck 2009). In addition, the partial mediation of psychological safety and perceived obligation for constructive change in the ethical leadership–moral voice relationship suggests the possibility of additional mediating pathways through which ethical leadership promotes followers' moral voice. Future research can increase the internal validity of our findings by including some of these variables and thereby more accurately assess the contribution of ethical leadership to employee ethical performance.
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