According to the respondent’s ethical leadership depended on unique personalities and outstanding attributes. These were interchangeably referred to as key dimensions of ethical leadership.
Katja et al., (2010) had outlined five dimensions of ethical leadership that even enhanced an ethical culture in their organizations. These dimensions were relevant in the municipal environment, they revealed that ethical leaders were agreeable and prepared to embrace righteousness. Furthermore, they were altruistic and trusting, they were also seen as being selfless and kind-hearted. They prioritised the good of mankind and were not individualistic. They demonstrated openness in their dealings, were imaginative in their thoughts and plans, displayed inquisitiveness in their analysis of matters and were extremely insightful in their exploration of issues.
Extraversion was another personality trait that was exhibited by ethical leaders. This trait was derived from the Big Five Personality theory of Goldberg (2017) which described them as being very active in doing their work, assertive and articulate, particularly as they were visionary, and they were also sociable being with and keen to participate in activities that build teams. Finally, ethical leaders were conscientiousness, meticulous and scrupulous. These traits gave them the ability to be team members and dependable. Their work ethic was high, and they were dutiful and determined in all the assignments given to them.
5.2.4.1 Honesty and transparency
The finding in this sub-theme was that an understanding amongst the respondents was that ethical leadership grew out of the actions and habits the individual leaders chose to live by until they became integral to their lifestyles. These leaders always acted with due consideration and care in terms of all factors and consequences likely to arise. The habits that ethical leaders build up included respecting the office they held, together with the responsibilities attached to that office.
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The respondents advocated formal training in ethical leadership to augment all other trainings offered by the National Treasury. This training should comprehensively address matters of ethical leadership and its manifestation across the municipality.
According to Mafunisa (2001) this training would create ethical leadership that was professional and with knowledge and acquisition of relevant technical skills enhanced through formal experience. This was the only investment the Matjhabeng Local Municipality can make in ethical leadership.
5.2.4.2 Diligence in work
The respondents found it difficult to separate ethical leadership from diligence. Their understanding was that although diligence was a governance requirement it was also a competency requirement.
According to Matovu (cited in du Plessis, 2003) there were certain considerations when the municipality addressed the matter of diligence, e.g.
Unethical attitudes of local government leadership which if unchecked will permeate across the municipality.
Constant and increased dialogue and conversations between communities and the authorities.
Recruiting; retention and up skilling of professionals to local government.
Establishing integrity within and outside local government.
5.2.4.3 Moral fibre as an inherent quality
The findings in respect of this sub-theme emphasized that ethical leadership should not only be sustained but it should be reinforced to ensure that the ethical culture was deepened in the municipality. For example, institutional terminology should be altered to remove ambiguity and ensure clarity in the ethical leadership activities. All the leaders of the municipality should be informed so that they knew and understand what ethical leadership was. This might be via workshops to educate the leaders to stay away from corrupt; fraudulent and devious intentions and actions. The level of incorrigibility amongst
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the leaders in the municipality should be mitigated to a point of being expunged completely.
To ensure that moral fibre in the municipality be strengthened another step could be to develop an Integrity Manual to serve as a handbook providing immediate guidance to all leaders on matters of ethical leadership. The respondents also believed that the manual must be supported by the policies and regulations that are adopted by Council to guide leaders of the municipality.
According to Hood (2003) there was a relationship between the leadership disposition and ethical practices. Therefore, the ethical leader conducted the business of organizational leadership in a manner consistent with the ethical principles and values set.
5.2.4.4 Value system in ethical leadership
The study revealed that some of the respondents had certain values that they related to ethical leadership, e.g. humility, rational thinking, an evaluative approach to matters and inclusivity. Respondents expected all ethical leaders to have humility because they dealt with various groups in the municipality who all expected mostly free service from the municipality. Rational thinking was important because in providing solutions to challenges facing the municipality, ethical leaders needed to apply their minds in an objective manner. Objectivity was required because it enabled the leader to look at all aspects from different sides to get a better view. Lateral thinking was important because it enabled the ethical leader to avoid the more traditional linear approach.
Challenges in the municipality were diverse and therefore required leaders to think out of the box. Routine approaches to challenges did not assist in many instances. A more evaluative approach enabled the leader to evaluate all matters as presented to determine cost benefits or returns on investment. Inclusivity was necessary because there were different players and interest groups in the municipality. Ethical leadership enabled the
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consideration of all groups and ensured that everyone was on board in matters concerning the municipality.
The findings were in line with Hind et al (2009) who highlighted the following values as integral part of ethical leadership, integrity, care, communication, open mindedness and responsibility. These values had been important by employees and leaders in the municipality.
5.2.4.5 Transcendence in ethical leadership
The finding was that ethical leadership was viewed as synonymous with transcendent leadership since they both had the quality of strategic thinking and could look at the Municipality in the long term. Ethical leadership and transcendence required foresight and planning.
Transcendence was a strategic leadership style wherein the leader led within levels of self, others and organization. It had the characteristics of emotional intelligence which emphasizes awareness of self, others and the Municipality.
Crossan et al (1999) defined transcendence as leading within and across all levels. This could also be termed as strategic leadership which espoused an emphasis of the Municipal vision and strategic direction.
5.2.4.6 Trust in ethical leadership
Another finding was that ethical leaders-built trust across the municipality through giving trust. This, it was felt would ensure that their actions and statements made it easy for employees and communities to have trust in them.
This belief was in line with what Argyris (1970) who saw trust as an important component of successful working relationships between leaders and employees and community thereby fostering cooperation, managing of differences, encouraging information sharing and ensuring increased openness and mutual acceptance. Moreover, if leaders wanted to build trust in the municipality, they might have to start trusting first.
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