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Garzón Lasso, F. A. ., López Gallego, F. ., & Marquina, P. . (2021). Posición ética y estilo de liderazgo en funcionarios públicos. International Journal of Psychological Research, 14(2), 82–92. https://doi.org/10.21500/20112084.5573
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The editorial board reserves the right of amendments deemed necessary in the application of the rules of publication.
To give up copyright, the authors allow that, International Journal of Psychological Research, distribute the work more broadly, check for the reuse by others and take care of the necessary procedures for the registration and administration of copyright; at the same time, our editorial board represents the interests of the author and allows authors to re-use his work in various forms. In response to the above, authors transfer copyright to the journal, International Journal of Psychological Research. This transfer does not imply other rights which are not those of authorship (for example those that concern about patents). Likewise, preserves the authors rights to use the work integral or partially in lectures, books and courses, as well as make copies for educational purposes. Finally, the authors may use freely the tables and figures in its future work, wherever make explicit reference to the previous publication in International Journal of Psychological Research. The assignment of copyright includes both virtual rights and forms of the article to allow the editorial to disseminate the work in the manner which it deems appropriate.
The editorial board reserves the right of amendments deemed necessary in the application of the rules of publication.
Resumen
Introducción: Aunque la sociedad y las principales teorías sobre liderazgo postulan de manera normativa una relación existente entre la ética y el ejercicio de liderazgo, recientes casos de comportamientos no éticos indican la necesidad latente sobre la realización de estudios que los profundicen. Objetivo: Determinar si los principios y juicios morales tienen relación con el liderazgo en las organizaciones, y en específico en aquellas pertenecientes al sector público. Método: A partir de un modelo de ecuaciones estructurales, se logró probar la existencia de una relación entre la posición ética, medida a partir del Ethical Position Questionnaire, y los estilos de liderazgo, medidos con la aplicación del Multifactor Leadership Questionnaire, en una administración pública de orden local y determinar el sentido de esa relación. Resultados: Los resultados obtenidos proponen que aquellos que se orientan al reconocimiento de la existencia de principios morales universales prefieren el uso de comportamiento de liderazgo diferentes a aquellos que creen en que los comportamientos éticos se pueden relativizar según las circunstancias individuales o el contexto. Conclusión: Los hallazgos permitirán avanzar en el estudio que permita dar respuesta al cómo liderar el cumplimiento de metas organizacionales a partir de la aplicación de principios éticos que procuren el bienestar de toda la sociedad.
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Referencias
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Aronson, E. (2009). Integrating Leadership Styles and Ethical Perspectives. Canadian Journal of Administrative Sciences / Revue Canadienne Des Sciences De L’Administration, 18 (4), 244–256. doi:10.1111/j.1936-4490.2001.tb00260.x.
Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Reexamining the components of transformational and transactional leadership using the multifactor leadership questionnaire. Journal of Occupational and Organizational Psychology, 72 (4), 441–462. doi: 10.1348/096317999166789.
Bass, B. (1999). Two Decades of Research and Development in Transformational Leadership. European Journal of Work and Organizational Psychology, 8 (1), 9–32. doi:10.1080/135943299398410.
Bass, B., & Avolio, B. (1993). Transformational Leadership and Organizational Culture. Public Administration Quarterly, 17 (1), 112–121. Retrieved from https://www.jstor.org/stable/40862298.
Bass, B., & Bass, R. (2008). The Bass Handbook of Leadership. Free Press.
Bass, B., & 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.
Battaglio, R., & Gelgec, S. (2017). Exploring the structure and meaning of public service motivation in the turkish public sector: A test of the mediating effects of job characteristics. Public management review, 19 (8), 1066–1084. https://doi.org/10.1080/14719037.2016.1235723.
Belfanti, C. (2017). Emotional capacity in the public sector - an Australian review. International journal of public sector management, 30 (5), 429–
446. doi:10.1108/IJPSM-10-2016-0182.
Blome, C., Foerstl, K., & Schleper, M. (2017). Antecedents of green supplier championing and greenwashing: An empirical study on leadership and ethical incentives. Journal of Cleaner Production, 152, 339–350. https://doi.org/10.1016/j.jclepro.2017.03.052.
Brown, M., Treviño, L., & Harrison, D. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97 (2), 117–134. https://doi.org/10.1016/j.obhdp.2005.03.002.
Burns, J. M. (1978). Leadership. Harper & Row. Ciulla, J. (1995). Leadership Ethics: Mapping the Territory. Business Ethics Quarterly, 5 (1), 5–28. https://doi.org/10.2307/3857269.
D’Alessio, F. (2010). Liderazgo y atributos gerenciales: Una visión global y estratégica. Pearson. D’Alessio, F. A. (2008). The Influence of Personality Domains and Working Experience in Peruvian Managers Leadership Styles: An Initial Study. Journal of CENTRUM Cathedra: The Business and Economics Research Journal, 1 (1), 13–33. https://doi.org/10.7835/jcc-berj-2008-0001.
Escobedo, M., Hernández, J., Estebané, V., & Martínez, G. (2016). Modelos de Ecuaciones estructurales: Características, fases, construcción, aplicación y resultados. Ciencia & trabajo, 18 (55), 16–22.
Forsyth, D. (1980). A taxonomy of ethical ideologies. Journal of Personality and Social psychology, 39 (1), 175–184. Forsyth, D., & Berger, R. (1982). The Effects of Ethical Ideology on Moral Behavior. The Journal of Social Psychology, 117 (1), 53–56. https://doi.org/10.1080/00224545.1982.9713406.
Forsyth, D., & Nye, J. (1990). Personal moral philosophies and moral choice. Journal of Research in Personality, 24 (4), 398–414. https://doi.org/10.1016/0092-6566(90)90030-a.
Forsyth, D., O’Boyle, E., & Mcdaniel, M. (2008). East Meets West: A Meta-Analytic Investigation of Cultural Variations in Idealism and Relativism. Journal of Business Ethics, 83 (4), 813–833. https://doi.org/10.1007/s10551-008-9667-6.
Forsyth, D. R. (1992). Judging the morality of business practices: The influence of personal moral philosophies. Journal of Business Ethics, 11 (5–6), 461–470. https://doi.org/10.1007/bf00870557.
Giampetro-Meyer, A., Brown, T., Brown, M. N., & Kubasek, N. (1998). Do we really want more leaders in business? Journal Of Business Ethics, 17 (15), 1727–1736.
Groves, K., & LaRocca, M. (2011). An Empirical Study of Leader Ethical Values, Transformational and Transactional Leadership, and Follower Attitudes Toward Corporate Social Responsibility. Journal Of Business Ethics, 103 (4), 511–528.
Hair, J., Black, W., Babin, B., & Anderson, R. (2010). Multivariate data analysis (7th ed.) Prentice-Hall, Inc.
Hartog, D., Muijen, J., & Koopman, P. (1997). Transactional versus transformational leadership: An analysis of the MLQ. Journal of Occupational and Organizational Psychology, 70 (1), 19–34. https://doi.org/10.1111/j.2044-8325.1997.tb00628.x.
Hermans, C. A. (2021). Discernment as predictor for Transformational leadership: A study of school leaders in Catholic schools in India. Journal of Beliefs & Values, 1–16. https://doi.org/10.1080/13617672.2020.1852815.
Hood, J. N. (2003). The relationship of leadership style and CEO values to ethical practices in organizations. Journal of Business ethics, 43 (4), 263–273.
Jacobson, W., Palus, C., & Bowling, C. (2010). AWoman’s Touch? Gendered Management and Performance in State Administration. Journal of public administration research and theory, 20 (2), 477–504. https://doi.org/10.1093/jopart/mup017.
Jreisat, J. (2018). Public Administration Reform in Jordan: Concepts and Practices. International journal of public administration, 41 (10), 781–791. https://doi.org/10.1080/01900692.2017.1387991.
Kanungo, R. (2001). Ethical Values of Transactional and Transformational Leaders. Canadian Journal of Administrative Sciences/Revue Canadienne Des Sciences De LAdministration, 18 (4), 257–265. https://doi.org/10.1111/j.1936-4490.2001.tb00261.x.
Kernaghan, K. (2003). Integrating Values into Public Service: The Values Statement as Centerpiece. Public Administration Review, 63 (6), 711–719.
Malagueño, R., Pillalamarri, S. K., Rezende, A. J., & Botelho da Costa Moraes, M. (2020). The effects of length of service and Ethical ideologies on moral development and Behavioral Intentions: A study Among Brazilian public sector tax auditors. Journal of Applied Accounting Research, 21(4), 589–613. https://doi.org/10.1108/JAAR-04-2019-0061.
Malhotra, N. (2010). Marketing Research: An Applied Orientation (6th ed.) Prentice Hall.
Mavhungu, D., & Bussin, M. (2017). The mediation role of motivation between leadership and public sector performance. Sa Journal of human resource management, 15, 1–11. https://doi.org/10.4102/sajhrm.v15i0.840.
Mendonca, M. (2001). Preparing for Ethical Leadership in Organizations. Canadian Journal of Administrative Sciences, 18, 266–276. https://doi.org/10.1111/j.1936-4490.2001.tb00262.x.
Moslehpour, M., Altantsetseg, P., Mou, W., &Wong, W. (2019). Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees. Sustainability, 11 (1), 1–17. https://doi.org/10.3390/su11010125.
Ng, E., & Burke, R. (2010). Predictor of Business Students’ Attitudes Toward Sustainable Business Practices. Journal of Business Ethics, 95 (4), 603–615. https://doi.org/10.1007/s10551-010-0442-0.
Nielsen, R. P. (1989). Changing unethical organizational behavior. The Academy of Management Executive, 3 (2), 123–130.
Pasha, O., Poister, T., Wright, B., & Thomas, J. (2017). Transformational Leadership and Mission Valence of Employees: The Varying Effects by Organizational Level. Public performance & Management Review, 40 (4), 722–740. https://doi.org/10.1080/15309576.2017.1335220.
Redfern, K., & Crawford, J. (2004). An Empirical Investigation of the Ethics Position Questionnaire in the Peoples Republic of China. Journal of Business Ethics, 50 (3), 199–210. https://doi.org/10.1023/b:busi.0000024741.85399.0d.
Rowold, J., Borgmann, L., & Bormann, K. (2014). Which Leadership Constructs Are Important for Predicting Job Satisfaction, Affective Commitment, and Perceived Job Performance in Profit versus Nonprofit Organizations? Nonprofit Management and Leadership, 25 (2), 147–164. https://doi.org/10.1002/nml.21116.
Shaya, N., & Khait, R. (2017). Feminizing leadership in the Middle East. Gender in Management: An International Journal, 32 (8), 590–608. https://doi.org/10.1108/gm-07-2016-0143.
Simola, S., Barling, J., & Turner, N. (2010). Transformational leadership and leader moral orientation: Contrasting an ethic of justice and an ethic of care. The Leadership Quarterly, 21 (1), 179–188. https://doi.org/10.1016/j.leaqua.2009.10.013.
Treviño, L., Weaver, G., & Reynolds, S. (2006). Behavioral Ethics in Organizations: A review. Journal of Management, 32 (6), 951–990. https://doi.org/10.1177/0149206306294258.
Uriel, E., & Aldás, J. (2005). Análisis multivariante aplicado. Thomson.
Varghese, F., Nolan, J., Bihm, E., Salagame, K., Khanna, R., & Ali, S. (2017). Transformational Leadership and Asian Indian Values: Duty, Selfless Service, and Nonviolence. The Counseling Psychologist, 45 (6), 810–829. https://doi.org/10.1177/0011000017723080.
Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: Literature review. Journal of Management Development, 35 (2), 190–216. https://doi.org/10.1108/JMD-01-2015-0004.
Yukl, G. (1989). Managerial Leadership: A Review of Theory and Research. Journal of Management, 15 (2), 251–289. https://doi.org/10.1177/014920638901500207.
˘Zi˘zek, S. S., Mulej, M., & ˘Can˘cer, V. (2017). Health-Promoting Leadership Culture and its Role in Workplace Health Promotion. Occupational Health, 77–99. https://doi.org/10.5772/65672.
˘Zi˘zek, S. S., Mulej, M., & ˘Ci˘c, Z. V. (2017). Results of socially responsible transformational leadership: Increased holism and success. Kybernetes, 46 (3), 400–418. https://doi.org/10.1108/k-06-2016-0129.
Alonso-Almeida, M., Perramon, J., & Bagur-Femenias, L. (2017). Leadership styles and corporate social responsibility management: Analysis from a gender perspective. Business Ethics: A European Review, 26 (2), 147–161. https://doi.org/10.1111/beer.12139.
Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine-factor full-range leadership theory using. The Leadership Quarterly, 14 (1), 261–295.
Arboleda, M., & Arboleda, A. (2017). La ética y la política como sentido de gobernabilidad en la administración municipal: El caso del alcalde colombiano (parte 2). Revista virtual Universidad Católica del Norte, 394–410. Retrieved from https://bit.ly/2KqxSo2.
Aronson, E. (2009). Integrating Leadership Styles and Ethical Perspectives. Canadian Journal of Administrative Sciences / Revue Canadienne Des Sciences De L’Administration, 18 (4), 244–256. doi:10.1111/j.1936-4490.2001.tb00260.x.
Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Reexamining the components of transformational and transactional leadership using the multifactor leadership questionnaire. Journal of Occupational and Organizational Psychology, 72 (4), 441–462. doi: 10.1348/096317999166789.
Bass, B. (1999). Two Decades of Research and Development in Transformational Leadership. European Journal of Work and Organizational Psychology, 8 (1), 9–32. doi:10.1080/135943299398410.
Bass, B., & Avolio, B. (1993). Transformational Leadership and Organizational Culture. Public Administration Quarterly, 17 (1), 112–121. Retrieved from https://www.jstor.org/stable/40862298.
Bass, B., & Bass, R. (2008). The Bass Handbook of Leadership. Free Press.
Bass, B., & 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.
Battaglio, R., & Gelgec, S. (2017). Exploring the structure and meaning of public service motivation in the turkish public sector: A test of the mediating effects of job characteristics. Public management review, 19 (8), 1066–1084. https://doi.org/10.1080/14719037.2016.1235723.
Belfanti, C. (2017). Emotional capacity in the public sector - an Australian review. International journal of public sector management, 30 (5), 429–
446. doi:10.1108/IJPSM-10-2016-0182.
Blome, C., Foerstl, K., & Schleper, M. (2017). Antecedents of green supplier championing and greenwashing: An empirical study on leadership and ethical incentives. Journal of Cleaner Production, 152, 339–350. https://doi.org/10.1016/j.jclepro.2017.03.052.
Brown, M., Treviño, L., & Harrison, D. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97 (2), 117–134. https://doi.org/10.1016/j.obhdp.2005.03.002.
Burns, J. M. (1978). Leadership. Harper & Row. Ciulla, J. (1995). Leadership Ethics: Mapping the Territory. Business Ethics Quarterly, 5 (1), 5–28. https://doi.org/10.2307/3857269.
D’Alessio, F. (2010). Liderazgo y atributos gerenciales: Una visión global y estratégica. Pearson. D’Alessio, F. A. (2008). The Influence of Personality Domains and Working Experience in Peruvian Managers Leadership Styles: An Initial Study. Journal of CENTRUM Cathedra: The Business and Economics Research Journal, 1 (1), 13–33. https://doi.org/10.7835/jcc-berj-2008-0001.
Escobedo, M., Hernández, J., Estebané, V., & Martínez, G. (2016). Modelos de Ecuaciones estructurales: Características, fases, construcción, aplicación y resultados. Ciencia & trabajo, 18 (55), 16–22.
Forsyth, D. (1980). A taxonomy of ethical ideologies. Journal of Personality and Social psychology, 39 (1), 175–184. Forsyth, D., & Berger, R. (1982). The Effects of Ethical Ideology on Moral Behavior. The Journal of Social Psychology, 117 (1), 53–56. https://doi.org/10.1080/00224545.1982.9713406.
Forsyth, D., & Nye, J. (1990). Personal moral philosophies and moral choice. Journal of Research in Personality, 24 (4), 398–414. https://doi.org/10.1016/0092-6566(90)90030-a.
Forsyth, D., O’Boyle, E., & Mcdaniel, M. (2008). East Meets West: A Meta-Analytic Investigation of Cultural Variations in Idealism and Relativism. Journal of Business Ethics, 83 (4), 813–833. https://doi.org/10.1007/s10551-008-9667-6.
Forsyth, D. R. (1992). Judging the morality of business practices: The influence of personal moral philosophies. Journal of Business Ethics, 11 (5–6), 461–470. https://doi.org/10.1007/bf00870557.
Giampetro-Meyer, A., Brown, T., Brown, M. N., & Kubasek, N. (1998). Do we really want more leaders in business? Journal Of Business Ethics, 17 (15), 1727–1736.
Groves, K., & LaRocca, M. (2011). An Empirical Study of Leader Ethical Values, Transformational and Transactional Leadership, and Follower Attitudes Toward Corporate Social Responsibility. Journal Of Business Ethics, 103 (4), 511–528.
Hair, J., Black, W., Babin, B., & Anderson, R. (2010). Multivariate data analysis (7th ed.) Prentice-Hall, Inc.
Hartog, D., Muijen, J., & Koopman, P. (1997). Transactional versus transformational leadership: An analysis of the MLQ. Journal of Occupational and Organizational Psychology, 70 (1), 19–34. https://doi.org/10.1111/j.2044-8325.1997.tb00628.x.
Hermans, C. A. (2021). Discernment as predictor for Transformational leadership: A study of school leaders in Catholic schools in India. Journal of Beliefs & Values, 1–16. https://doi.org/10.1080/13617672.2020.1852815.
Hood, J. N. (2003). The relationship of leadership style and CEO values to ethical practices in organizations. Journal of Business ethics, 43 (4), 263–273.
Jacobson, W., Palus, C., & Bowling, C. (2010). AWoman’s Touch? Gendered Management and Performance in State Administration. Journal of public administration research and theory, 20 (2), 477–504. https://doi.org/10.1093/jopart/mup017.
Jreisat, J. (2018). Public Administration Reform in Jordan: Concepts and Practices. International journal of public administration, 41 (10), 781–791. https://doi.org/10.1080/01900692.2017.1387991.
Kanungo, R. (2001). Ethical Values of Transactional and Transformational Leaders. Canadian Journal of Administrative Sciences/Revue Canadienne Des Sciences De LAdministration, 18 (4), 257–265. https://doi.org/10.1111/j.1936-4490.2001.tb00261.x.
Kernaghan, K. (2003). Integrating Values into Public Service: The Values Statement as Centerpiece. Public Administration Review, 63 (6), 711–719.
Malagueño, R., Pillalamarri, S. K., Rezende, A. J., & Botelho da Costa Moraes, M. (2020). The effects of length of service and Ethical ideologies on moral development and Behavioral Intentions: A study Among Brazilian public sector tax auditors. Journal of Applied Accounting Research, 21(4), 589–613. https://doi.org/10.1108/JAAR-04-2019-0061.
Malhotra, N. (2010). Marketing Research: An Applied Orientation (6th ed.) Prentice Hall.
Mavhungu, D., & Bussin, M. (2017). The mediation role of motivation between leadership and public sector performance. Sa Journal of human resource management, 15, 1–11. https://doi.org/10.4102/sajhrm.v15i0.840.
Mendonca, M. (2001). Preparing for Ethical Leadership in Organizations. Canadian Journal of Administrative Sciences, 18, 266–276. https://doi.org/10.1111/j.1936-4490.2001.tb00262.x.
Moslehpour, M., Altantsetseg, P., Mou, W., &Wong, W. (2019). Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees. Sustainability, 11 (1), 1–17. https://doi.org/10.3390/su11010125.
Ng, E., & Burke, R. (2010). Predictor of Business Students’ Attitudes Toward Sustainable Business Practices. Journal of Business Ethics, 95 (4), 603–615. https://doi.org/10.1007/s10551-010-0442-0.
Nielsen, R. P. (1989). Changing unethical organizational behavior. The Academy of Management Executive, 3 (2), 123–130.
Pasha, O., Poister, T., Wright, B., & Thomas, J. (2017). Transformational Leadership and Mission Valence of Employees: The Varying Effects by Organizational Level. Public performance & Management Review, 40 (4), 722–740. https://doi.org/10.1080/15309576.2017.1335220.
Redfern, K., & Crawford, J. (2004). An Empirical Investigation of the Ethics Position Questionnaire in the Peoples Republic of China. Journal of Business Ethics, 50 (3), 199–210. https://doi.org/10.1023/b:busi.0000024741.85399.0d.
Rowold, J., Borgmann, L., & Bormann, K. (2014). Which Leadership Constructs Are Important for Predicting Job Satisfaction, Affective Commitment, and Perceived Job Performance in Profit versus Nonprofit Organizations? Nonprofit Management and Leadership, 25 (2), 147–164. https://doi.org/10.1002/nml.21116.
Shaya, N., & Khait, R. (2017). Feminizing leadership in the Middle East. Gender in Management: An International Journal, 32 (8), 590–608. https://doi.org/10.1108/gm-07-2016-0143.
Simola, S., Barling, J., & Turner, N. (2010). Transformational leadership and leader moral orientation: Contrasting an ethic of justice and an ethic of care. The Leadership Quarterly, 21 (1), 179–188. https://doi.org/10.1016/j.leaqua.2009.10.013.
Treviño, L., Weaver, G., & Reynolds, S. (2006). Behavioral Ethics in Organizations: A review. Journal of Management, 32 (6), 951–990. https://doi.org/10.1177/0149206306294258.
Uriel, E., & Aldás, J. (2005). Análisis multivariante aplicado. Thomson.
Varghese, F., Nolan, J., Bihm, E., Salagame, K., Khanna, R., & Ali, S. (2017). Transformational Leadership and Asian Indian Values: Duty, Selfless Service, and Nonviolence. The Counseling Psychologist, 45 (6), 810–829. https://doi.org/10.1177/0011000017723080.
Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: Literature review. Journal of Management Development, 35 (2), 190–216. https://doi.org/10.1108/JMD-01-2015-0004.
Yukl, G. (1989). Managerial Leadership: A Review of Theory and Research. Journal of Management, 15 (2), 251–289. https://doi.org/10.1177/014920638901500207.
˘Zi˘zek, S. S., Mulej, M., & ˘Can˘cer, V. (2017). Health-Promoting Leadership Culture and its Role in Workplace Health Promotion. Occupational Health, 77–99. https://doi.org/10.5772/65672.
˘Zi˘zek, S. S., Mulej, M., & ˘Ci˘c, Z. V. (2017). Results of socially responsible transformational leadership: Increased holism and success. Kybernetes, 46 (3), 400–418. https://doi.org/10.1108/k-06-2016-0129.
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