Rinjani Ummu Syina (Auditing 008201400093)

Journal Review: The Right and the Good in Ethical Leadership: Implications for
Supervisors Performance and Promotability Evaluations.
The previous research that has been demonstrated shows that the ethical leaders
improve a broad range of outcomes of their employees. Unfortunately, the previous
research took less attention to the performances and success of the leaders
themselves. The objective of this research is to test which ethical perspective such as
deontological and utilitarian more relates with the evaluation of leaders performance
and the success of the leaders themselves.
The researcher uses two kinds of perspectives which we know as bottom up and
top-down perspectives. Bottom Up perspective or subordinates point of view is
use to assess ethical leadership which focuses on how supervisors influence their
followers via modeling behaviors to consider employee-level outcomes. Top-Down
perspective or managers point of view is use to determine how ethical supervisors
influence the perception of the manager and the outcomes that flow from the
influence of the supervisors.
This research tested hypotheses about which one is more strongly related to ethical
leadership to leader performance and promotability. Whether managers perceptions
or subordinates perceptions; leaders deontological ideology or leaders utilitarian
ideology considering either manager perception or subordinate perceptions. And also
tested about leaders utilitarian ideology will be positively related to job performance
and promotability above and beyond manager perceptions or subordinate
perceptions of ethical leadership.
The researcher collected data from 177 triads working at organization in the
southeastern U.S that consisted of employees, their supervisors, and the manager.
Participants were employed in financial, insurance, real estate, retail, food, service,
and healthcare organizations. The first procedure is identified a contact employee
who work at least 20 hours per week and ask to complete their subordinate survey.
They also asked that each subordinates forward to their direct supervisor the unique
identification number, invitation, and the link to the supervisor survey. All the
following procedure has done also with the supervisors and supervisors manager.
The managers and the subordinates assessed the supervisors ethical leadership with
a 10-item measure developed by Brown et al for measuring ethical leadership. To

Rinjani Ummu Syina (Auditing 008201400093)

assess supervisors deontological and utilitarian orientations, the researchers use the
character trait version of Brady and Wheelers Measure of Ethical Viewpoints. The
researchers also use Williams and Andersons measure to assessed supervisor job
performance and Harris et al for measuring supervisor promotability done by the
managers. The last one is control variable, the researchers assessed moral identity
with the five-item internalization dimension of Aquino and Reeds (2002) measure.
The researcher tested the hypothesis using multiple regression analysis. And the
result of Hypothesis 1, 2, and 3 was supported as we can see in the Tables provided
by the researchers. Only hypothesis 4 was not supported. It means that manager
ratings of ethical leadership more strongly related than subordinate ratings to leader
performance and promotability, supervisors deontological ideology would be
positively and more strongly related to subordinate and manager ratings of ethical
leadership than would supervisors utilitarian ideology, theres positive relationship
for the effects of ethical leadership when rated by subordinates and managers, and
utilitarian ideology didnt predict promotability after accounting fot the effects of
ethical leadership when rated by subordinates or managers.
We can conclude that ethical leadership should be largely irrelevant because
managers who determine leaders fates give ethics a low priority seems to be wrong.
Distinguish bottom-up and top-down views of ethical leadership were more strongly
associated with these leader level outcomes than the subordinates perceptions. And
the result of the research also suggested that incorporating both deontology and
utilitarianism

into

conceptualizations

of ethical leadership could enhance

understanding of the construct and its consequences. Thats why ethical leadership
might be important for leader themselves.