2.2 Literature review
2.2.2 Ethics- the heart of leadership
Ethics has always been at “the heart of leadership” (Conger & Riggio, 2007), but unfortunately a great many contemporary scholars, educators, and practitioners have downplayed that fact, contributing to wave after wave of organisational scandals. Providing ethical leadership may well be a leaders’ most significant task. Werner (2011) argues that the issue of ethics and ethical behaviour has become very popular around the world, including in South Africa.
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The foregoing assertion is corroborated by Temple (2011), who avers that corruption is viewed as a critical reason behind Africa’s social and economic problems. In addition, no matter how rich the nation or the institution may be, if the conduct of its affairs is dishonest, if there is high rate of fraud, misappropriation of public funds, no accountability, and constant falsification of documents, that society or organisation is bound to fail (Temple, 2011). Werner (2011) asserts that every organisation has an obligation to its shareholders, employees, customers, suppliers and community at large. Similarly, Engelbrecht et al. (2014) maintain that ethical leadership encapsulates and accommodates the followers in decision-making processes and facilitates the well-being and potential growth of the employees. Thus, employees tend to show dedication in serving their organisations as they have trust in those leaders who demonstrate credibility and trustworthiness in their behaviour. Engelbrecht et al. (2017) aver that a credible leader is more likely to create a significant level of trust between him/her and subordinates. Further to that, they maintain that leaders who embrace a moral perspective, values of integrity and trustworthinesss, are caring. Most importantly, ethical leaders are always honest and fair in the execution of their duties, and in their decision making. Moreover, ethical leaders are mindful and considerate of the welfare of their subordinates, while they give priority to the realisation of organisational goals. Brown, Trevino, and Harrison (2005) argue that ethical leaders need to demonstrate ethical behaviour such as morality, reliability, justice, and care.
Similarly, Werner (2011) opines that behaviours of leaders need to conform to the code of ethics by ensuring that both the leaders themselves and workers conform to the organisation’s established values and ethical rules. Ethical leaders are principle-centred in their personal and professional lives. They demonstrate high care level and concern for the community they serve in their decision making. Moreover, ethical leaders preach what they practise and do not rely on a reactive approach for the implementation of ethical conduct (Malik, Awais, Tismal, and Qureshi, 2016). Cheteni and Shindika (2017) argue that ethical leaders need to attract the attention of their followers to key messages on ethics by establishing platforms to engage in ethics discourse and by using reinforcement to support those messages. They further state that reinforcement of ethics requires leaders to carefully make organisational decisions that are aligned to ethical values and take into cognisance that right decisions are always the ones that are guided by ethics. Bello (2012) opines that the success of an organisation is dependent on good quality relationships that are built on respect and trust. Thus, ethical leaders need to fully comprehend that trust and respect are the vital ingredients of success which germinate and grow in a deep fertile soil, which is integrity, honesty, fairness, equity, justice and compassion (Bello,
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2012). Trevino et al. (2003) maintain that a moral person always displays good character, honesty, trustworthiness and concern for the subordinates’ welfare. Moreover, such a leader is approachable to the subordinates.
Engelbrecht et al. (2014) argue that ethical leaders need to make fair and principled decisions, act as role models for ethical conduct, and acknowledge and reward the ethical behaviour of their subordinates. Further, ethical leaders’ fair and caring treatment and open communication show an element of trust that subordinates need to reciprocate. In a nutshell, everyone in the organisation has a responsibility to meet the highest ethical standards. Similarly, Ouma (2017) opines that leader by virtue of his/her position stand as a role model, hence he/she needs to demonstrate ethical behaviour in his/her conduct to the community. Nzimakwe (2014) posits that what is good for the organisation is good for the leader. Therefore, what is embarrassing for the followers of the leader is embarrassing for the entire organisation. Ouma (2017) emphasises the organisation/employee relationship and argues that ethically led organisations serve as models for ethical leadership for other organisations. Ouma (2017) further argues that ethical leadership cultivates credibility and respect for the leader and organisation. Werner (2011) further argues that organisational leaders have a moral duty to promote the interest of the employees by providing them with career opportunities, job security and good working conditions, and by developing their competences. Suganingrat, Yasa, Sintaasih and Subudi (2017) contend that an ethical leader who shows and promotes ethical codes that resonate with the followers’ expectations usually gains the confidence of the followers, based on his/her ethical behaviour. Furthermore, they maintain that the followers dedicate their energy towards the attainment of the organisational goals in appreciation; they also feel secured under the leadership of an ethical leader.
Similarly, Engelbrecht et al. (2014) argue that ethical leaders inspire their followers through an ethical vision and provide the freedom for the employees to take initiative in the workplace.
Werner (2011) avers that team building has gained popularity amongst leaders of organisations, with the intention of improving relations amongst organisational members and improving productivity and alignment of the organisational goals. Engelbrecht et al. (2017); Qian, Wang, Han, and Song (2017) posit that when employees view their leader as fair and considerate in treating them, they tend to support their leader by putting extra effort and becoming more actively engaged in work. Nzimakwe (2014) avers that leaders with ubuntu always emphasise and model the significance of respecting the individual. Ouma (2017) maintains that followers
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find it easy to follow an ethical leader because they know they can trust their leader to do what is right for them. Most significantly, leaders tend to place value on teamwork and supporting each other. Therefore, ethical leadership is a matter of serious concern in various organisations (Ouma, 2017). Engelbrecht et al. (2017) argue that a leader who displays integrity leaves his /her subordinates with no option but to trust him/her.