To study the role of Ethical Leadership Vis--Vis Organizational Culture

ABSTRACT
Jyoti Sardana Assistant professor IIMT Management College Meerut E-Mail: jyoti2083@yahoo.co.in Mobile No: 9837047021 under the guidance of Dr.B.S. Hothi The Director I.M.E.College Sahibabad

E-Mail: dr.bshothi@rediffmail.com Mobile No: 09210798673

Purpose
Ethical Leadership is defined as the values, attitudes and behaviors that are necessary to intrinsically motivate ones self and others so that they have a sense of ethical well being through calling and membership. (Fry 2003).Ethical Leadership theory is a causal theory for organizational performance designed to create an effective, self motivated, learning organizational culture. The Ethical Leadership has been found to be quite effective in establishing the sense of leader and follower strong well being. It has led the organization towards creating value congruence and ultimately has fostered higher levels of organizational commitment which leads to build up an effective organizational culture. The main purpose of this paper is to extend and test the impact of Ethical Leadership as a driver of organizational culture, productivity and firm performance. Ethical Leadership is hypothesized to result in an increase in ones sense of ethical well being and ultimately leading towards positive, vibrant and effective organizational culture. This hypothesis will be proved after applying Chi Square test. The primary data will be collected from the IIMT Group of Institutions by preparing a questionnaire .One instrument will be focused on the Ethical Leadership and the other instrument will be focused on the organizational culture. This paper towards the end will accept or reject the hypothesis based on the findings after applying the Chi Square test or any other suitable statistical tool.

Design/methodology/approach The research involves collection of quantitative

data from both the instruments separately. Mainly the primary data will be used; collected form the two sets of respondents, working in IIMT group of institutions. Appropriate statistical tools will be applied to show the relationship between Ethical Leadership and Organizational Culture.

Findings
The research findings will indicate the correlation between the Ethical Leadership and Organizational Culture. Towards the end few suggestions will be given to build up an effective organizational culture.

Research limitations/implications
There are a few limitations which may affect the scope of the study. First, the study has been conducted with the limited data available. Hence, blanket generalization of the findings of the study to each and every sector all over the country should be given with caution. Therefore, it is suggested that future research, if any, in the same area should take note of this that there should be data from different kinds of organizations as well as all the parts of India. The given paper is just a small study with a very limited number of respondents and therefore cannot be generalized.

Practical implications
The research investigation offers thought provoking ideas to all the leaders, planners and the ordinary citizen to come out with a pragmatic view of building up an effective organizational culture. The paper will definitely be an endeavor to instigate an open forum for discussion which may lead the organizations all over the world towards building up an effective organizational culture.

Originality/value
The paper offers unique ideas from the authors side as this kind of Leadership trait has not been very much discussed rather needs to be brought into light for better future. As there is a dearth of the kinds of research where such types of practical comparisons have been made; therefore the study can be unique in its own sense.

Paper Type:
Empirical paper

Key Words:
Ethical Leadership, Organizational Culture, Organizational Commitment, Correlation

1. Introduction
1.1 What is Ethical? The short answer is that there is nt an answer. There is no absolute rule of what is ethical and what is nt.A simpler broad definition of the word ethical is fair. This is not a scientifically proven definition, but as we go deep of what is ethical, its very difficult to be scientific and firm about what it all means. The modern Oxford English Dictionary says: "Ethical - Relating to moral principles or the branch of knowledge dealing with these..." In short we may say-Morally correct: Can a profitable business ever be ethical? Ethical philosophy can be explained as follows: Qualities such as justice, charity, generosity and honesty are the strength of person and persons society. Ethics are very important to morality; human duties are based on rational ideologies and practicalities of day to day life. The guidelines are based on conduct which produces the greatest happiness or benefit to the maximum number of people. A single precise definition of ethical is not easy to agree. In a practical sense, whether something is considered to be ethical by people is generally a matter of opinion; except the parameters set by law or any other authority. Both concepts ethics and morality are subjective and a reflection of society and civilization. It implies that their precise meanings will change with time and situation.So; we may say that both are relative to time and situation 1.2 What Is Ethical Leadership? Many thinkers believe that ethical leadership is simply a matter of leaders having good character. By having the right values or being a person of strong character, the ethical leader can set the example for others and build up an effective organizational culture. It has now become a challenge to lead in a world of great change where globalization, democratization, and incredible tech-nological advances are there. Various dimensions and models of ethical leadership have been developed over the past 25 yrs.But I feel sorry to mention here the true and practical experience which is often contrary to the picture of business executives one finds in the field where they are often seen as greedy, competitive, and only concerned with compensation. Leaders are first and foremost members of the organizations. Ethical leaders embody the purpose, vision, and values of the organization. They work to create an open, twoway conversation, which helps in maintaining a complete understanding of different views, values, and the opinions of team members. 1.3 Characteristics of Ethical Leaders In todays turbulent world, it is very difficult for leaders to mention ethics and values in the working of their organization. The following list provides a framework for developing ethical leadership and makes us understand that ethical leadership is more complex and more useful than just a matter of good character and values. Ethical Leaders:

(a) Internalize and live the purpose and values of the organization.

It is important for ethical leaders to tell a compelling and morally rich story, but ethical leaders must also internalize and live the story. This is a difficult task in todays business environment where everyone lives an artificial and public life. So many political leaders fail to embody the high-minded stories they tell at election time, and more recently, business leaders have become the focus of similar criticism through the revelations of numerous scandals and bad behaviors. Telling a compelling and morally rich story is one aspect, but articulating and embodying the purpose and values of the organization is the another one. (b)Organizational goals are more important than personal ego. Ethical leaders must understand their place within the larger network of team members and organizational goals. It is not about the leader as an individual, it is about something biggerthe goals and dreams of the organization. It not at all means that ethical leaders should donate their salaries to charities, rather they should identify and act on the significant aspects, such as employee loyalty, that drive organizational culture. Hunting talent and then nurturing This task is fairly standard in different models of leadership. Ethical leaders pay special attention to finding and developing the best people precisely because they see it as a moral imperativehelping them to lead better lives that create more value for themselves and for others. Ethical Leaders pay special attention to finding and developing the best people. (d)Practical approach to Ethics Too often business executives think that having a laminated values card in their wallet or having a purely compliance approach to ethics has solved the ethics problem. It is more important to have a conversation across all levels of the business where the basics of value creation, principles and societal expectations are routinely discussed and debated. It means that discussing, bringing the conversation on the table and further taking some implementation is more important than just an addition in the compliance. (e). Encourage people to disagree It is very necessary to avoid this Authority Trap by the ethical leaders to build up effective organizational culture. It is not easy to have an established and explicit way for employees to react if someone thinks that a particular idea is out of line. Team members need to be motivated to go against their leaders if they think that to be right. This needs to be made part of the organizational culture, not just a line item in a compliance program document. Some companies have used anonymous e-mail and telephone processes to give employees a way around the levels of management .Many executives also have used skip level meetings where they go down multiple levels in the organization to get a more realistic view of what is actually going on. All of these processes lead to better decisions, more engaged employees, and an increased likelihood of avoiding damaging mistakes. It is understood that mechanism of ruling out the Authority Trap is necessary to avoid the values becoming stale and dead as well as prevent the scandals and dissatisfaction among employees.

(f). Plan and act ethically It is easy to plan actions in ethical terms and be perceived as righteous; but difficult to act and show an ethical behavior. Ethical Leaders need to start with principles and values, and then work hard to figure out how they can be applied in todays complex global business environment. Principles, values, cultures, and individual differences often conflict. Ethical leadership requires an attitude of humility rather than righteousness: a commitment to ones own principles and openness to learning others perspective. (g). Comfort ability between Value Proposition and Societal legitimacy The ethical leader must think in terms of enterprise strategy, not separating the business from the ethics.There is no doubt that every business has to be profit making and profit is the only profit of every business. Ethical leadership is not only about raising the bar, helping people to realize their hopes and dreams, creating value for the team members, but also to make profit and do business. Values should be approachable and of such type which can be accessed easily. There has to be practical approach instead of idealistic and bookish. 1.4 Fundamentals of Ethical Leadership (a) Courage Lack of courage or dependence of thought is the greatest obstacle of Ethical leadership. We know that one ingredient of moral courage is independence of thought. The ethical leader is one who can resist walking on the most treaded path and has the capability of coming out with his own independent thoughts. (b) Knowledge It is the most important dimension of ethical leadership. Ethical leadership recognizes the moral obligation to know enough to do the job right. 1.5 Obstacles to showing ethics in leadership? One of them is lack of imagination: sometimes what stops the leaders from doing the ethically right thing is that they cannot see beyond the usual confines of an issue and ethically better solutions. Another issue that prevents them from leading ethically is staleness: means they have been at the same job for too long and cannot see the creative spark necessary to ethical leadership. It is the need of the hour to discuss ethics as a part of Leadership. The task in the concerned paper is to place ethics and leadership in context with the organizational culture. Ethical behavior is not only a vital part of leadership but of the human life as a whole. It is the success mantra of leading a happy and prosperous life. Vocation, from the Latin verb vocare, is work to which one is called by the gods (Thomas 1992a:13). The word vocation brings self-imposed obligations given by the almighty to grow, to improve, to strive, to serve, to be our best - the driving mechanism of vocation is will, not a job. It is very important that all these aspects are being pursued by ethics and morals. We correlate effectiveness with leadership. In the words of Macgregor Burns (1978) leadership and ethics are inseparable unethical leadership is an oxymoron.

2 Review of Literature 2.1 The Ethical Leader Ethics represent moral conduct, duty, and judgment. People perceive Ethical Leadership as the standard to distinguish right and wrong. In business, ethics is an essential configuration of leadership. Consequently, George (2003) has extended the scope of ethics by stating, We need authentic leaders, people of the highest integrity, committed to building enduring organizations. We need leaders who have a deep sense of purpose and are true to their core values. We need leaders who have the courage to build their companies to meet the needs of all their team members, and who recognize the importance of their service to society Ciulla (1995) also asserts that ethics have always been a focal point in scholars' definitions of leadership. This leads to the subject of goals and means and how this will raise the sole hearted question of ethics and its implications. On the contrary, Rost (1991) has differentiated between ethical means and ethical goals. Rosts proposition led to the conclusion that ethical means do not necessarily lead to ethical results and that unethical means may lead to ethical results. This school of thought is not new. The Prince (1532), written by Machiavelli (1469-1527), is a good example of such philosophy, which denies any connection between ethics and leadership. This philosophy has been endorsed by, and has worked fine for politicians. Yet, it does not work for business leaders because of the vigorous competition for the market. One mission of ethical leaders is to act as a whole identity, representing ethical values in its preaching, thinking, decision-making, and implementing. It is the duty of ethical leaders to instill these principles and face its sequential challenges. In support of this view, Burns (1998) affirms these ethical values while emphasizing the effectiveness of leadership based on an ability to raise the morality of followers when engaging them with noble objectives and goals. Currently, there has been an intensive discussion in the news regarding ethics, particularly that in the business sector. Many major corporations have been found guilty of accounting irregularities and business frauds. Each individual harbors his or her own values and ethics, which in turn are reflected in their leadership styles. This is true of business executives and others in high-level management positions. 2.2 Leadership Challenges in Business The current economy, with its complicated global and domestic dimensions, requires high-quality leadership with intensive skills to meet rapid changes in a dynamic market. Leaders need to remember that ethics and morals are essential in dealing with the complex challenges in todays market. Typically during an economic recession, difficult decisions have to be made to cope with abnormal economic situations, yet some of these decisions are in conflict with subordinates interests. Under such circumstances, applying ethics and morals could be a challenge. Tactical business decisions have been used in the form of lay-offs and outsourcing in order to increase revenues and cut corners in budgets. These

decisions have been attributed to the loss of a myriad of jobs and employee benefits. This type of economic environment challenges leaders ethical and moral principles. Rost (1986) defines such an environment as an ethical dilemma, where the consequences of an individual's decision affect the interests, welfare, or expectations of others. Rost, in his definition, warns of the social damage that may result from these types of business decisions. 2.3 Ethical leadership and organizational Culture Advocates of workplace ethics propose that people bring unique and individual spirits to the workplace and are highly motivated by the basic spiritual need to experience a sense of true happiness and satisfaction in their work. It is the responsibility of Ethical leaders to create a vision wherein leaders and followers experience a sense of belongingness and that Life has meaning and provides us the opportunity of self growth .This all helps in establishing an organizational culture based on the values of altruistic love whereby leaders and followers have a sense of connectivity, feel understood and appreciated, and have genuine care, concern, and appreciation for both self and others. 3. Statement of the Problem The researchers have till now formulated the strong relationship between Ethical Leadership and organizational culture. Various dimensions of Ethical Leadership have been traced and their coordination with the organizational performance has been statistically proved. In the given paper the author has tried to show the relationship between Ethical Leadership and Organizational Culture. It is just a step ahead of the previous researches and in the given paper it has been hypothesized that Ethical Leadership is directly proportional to organizational culture. 4. Methodology 4.1 Sample The data for this study has been drawn from a small study of an educational institute named IIMT Group of Institutions. The sample consisted of about 150 team members and around 30 team leaders being employed there. Respondents were assured anonymity and used a common terminal at their convenience. Demographic information was gathered from the respondents but kept completely confidential. It was observed that 70% males and 30%females were there, although they are not the affecting measures in the study. Twenty-six percent had been employed less than a year, thirty-five percent between one and five years, and thirty-nine percent over five years. Finally, over 90% of the sample indicated that they used computer technology more than irregularly, and by far, most used computer technology on a daily basis. The leaders were heading a team of members ranging from 6 to 26 persons. 4.2 Procedure

The entire instrument battery was administered to subjects following a brief set of instructions. Subjects were asked to grant legal consent and to indicate if they wished for more information following the accumulation of results. Subjects were given ample time to complete both the instruments (generally 30 minutes was sufficient). Participants were asked to return the instrument to an instructed location when they completed it. Following administration of the instrument battery; data analysis occurred. Two questionnaires were distributed separately for the team leaders and team members to see the relationship between Ethical leadership and organizational culture. The data collected was used to check the set hypothesis. Chi square test was administered and the result was found. 4.3 Instrumentation The two instruments have been used one pertaining to organizational culture and other to Ethical leadership. The first instrument has been related to Ethical leadership which has been filled by the team members to give an idea about the kind of Leadership style prevailing in the organization and it will definitely be perceived leadership as the questionnaire has been filled by the subordinates. The respondents for the second instrument are the leaders i.e. Directors and Head of the Departments; who have tried to give an idea about the organizational culture in the organization. Both the instruments have been constructed on the Likert scale and the respondents found it very simple and easy to fill them. The author has gone personally to get the questionnaire filled by the respondents in all the respective departments to avoid any inconvenience in understanding the questions and the motto of getting it filled. The first instrument utilized in this instrument battery is to get information about the Ethical Leadership styles of the leader which has exclusively been based on the behavioral aspects of Leadership style and the content of the questionnaire has also been derived from the general curiosity. Once created, the instrument was administered to a pilot survey for the purpose of establishing reliability. Two of the questions were further clarified based on this analysis to improve the instrument. The second instrument, the Organizational Culture Questionnaire, is a 20 item survey. In this questionnaire Subjects self-reported specific leadership attributes using five point Likert scales ranging from not at all to completely have been taken. The questionnaire has been found to be very reliable as it is a self-report measure. Finally, several questions regarding basic demographics of the sample were deemed important for this investigation. Subjects were asked to report on the following: age, sex, years employed, education, use of technology; which was kept confidential. 5. RESULTS To apply Chi Square Test we frame the following Null and Alternate Hypothesis: H0 Ethical Leadership is directly proportional to Organizational Culture. H1 Ethical Leadership is not directly proportional to Organizational Culture Human -1 Resourc 2 57 60 e Performanc 3 72 Practices e 4 75 Group 86 65 5 84

S.No. 1

92

57

8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 Group -2

76 92 60 63 75 64 56 42 59 67 82 67 71 68 60 78 92 45 38 56 58 99 42 46 84 76 94 80 89 79 97 97 84 94 84 75 86 62 55 86 69 81 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88

-6 64 67 75 92 34 56 80 Group -7 84 47 85 75 84 32 77 87 62 84 84 79 39 42 36 93 74 80 77 80 63 57 83 61 72 94 86 88 83 92 49 32 84 74 82

Group -3

77

Group -8

69 78

Group -4

75 94 84

Group -9

Group -5

60 94 81

82 81

Group10

56 78

Group

83

89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131
Group11

87 82 46 61 76 76 80 74 96 86 63 51 90 76 95 95 92 92 79 85 90 76 56 74 92 59 86 32 42 62 4 79 86 74 69 72 86 33 64 84 62 87 86 80 79 88 78

132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151

80 92 82 81 83 90 88 97 78 97 67 69 84 92 58 76 96 72 67 81

82

Group12

29 75 60

Group13

77

Ethical Leaderships Range Good 81-100 Average 61-80 Bad o-60 Organizational Cultures Range Effective 81-100 Average 61-80 Non-Effective 0-60

Observed Table Good Effective Average Non-Effective Column Total 31 30 4 65 Average 23 21 7 51 Bad 19 12 3 34 Row Total 73 63 14 150 Grand Total

Expected value =

Row Total Column Total G.T.

Expected Table Effective Average Non-effective Good 31.42 27.1 6.45 Average 24.65 21.27 5.06 Bad 16.92 14.6 3.47
(O9 E9 ) 2 + E1

(O1 E1 ) 2 (O2 E 2 ) 2 X cal = + + O3 E1 E2

2

2 X 2tab = X 2 ( r 1( s 1) = X 4 (.05) = 9.488

(3-1) (3-1) 2x2=4

O1 31 23 19 30 21 12 4 7 4 E1 31.42 24.65 16.92 27.1 21.27 14.6 6.5 5.06 3.47 O1-E1 -0.42 -1.65 2.08 2.9 -0.27 -2.6 -2.5 1.94 0.53 (O1-E1) 0.1764 2.7225 4.3264 8.41 0.0729 6.76 6.25 3.7636 0.2809 (O1-E1)/E1 0.005614 0.110446 0.255697 0.310332 0.003427 0.463014 0.961538 0.743794 0.080951 2.934815

As X2 cal < X2 tab So, we Accept Ho. H0 Ethical Leadership is directly proportional to Organizational Culture H1 Ethical Leadership is not directly proportional to Organizational Culture Hence, it is proved that Ethical Leadership is directly proportional to Organizational Culture.

Relationshipbetween EL OC &
Ethical Leadership
81 74.87 62.5 66.09 69 62.37 84.3 77 83 81.5 83 65.28

Organisational Culture
78 73.5 65.55 78.3 76.66 81.2 78.03 71.33 67 64.8 54.6 81.95 79.5

69.57

10

11

12

13

6. Discussion Without question, the result of this study does not provide ample support for the notion that Ethical Leadership and Organizational Culture are strongly and directly related to each other. The results shown categorically by group -1 &12 are different from others and therefore a regular pattern in the column is not visible. Many of the researchers that have theorized about the

relationship have lacked empirical data on which to base their ideas, but this study clearly details the link. Among the most specific findings in this research study is the relationship between ethical leadership and Organizational Culture; but not that strong that we can blindly give out a blanket statement. There must be many other factors which are responsible for giving out this type of trend which need to be taken care in future and tried to be kept constant. In an initial investigation of the relationship, a chi square test demonstrates the undeniable link. This link may lead to a further investigation through the use of a regression analysis to establish the validity of a causal relationship. The regression analysis will provide strong evidence of the causal nature of the link between the two variables; considering Ethical leadership as independent and organizational culture as dependent variable. It can now easily be argued that Ethical Leaders will definitely be responsible for building up an effective organizational culture. After these interesting findings, further investigation into the relationship is warranted with large sample size of different industries to give the blanket statement. 7. Recommendations and Suggestions I t is suggested to the leaders to become an Ethical Leader to ask the following questions from their own self: (a) What are my most important values and principles? (b) Does the way I spend my time and attention reflect these values? (c) What would others think about my values? (d)Have I designed any full proof system that my subordinates can break the Authority Trap? (e) What do I do to let others voice their opinions frankly? (f) What do I want to achieve with my leadership in the organization? (g) What do I want people to comment about my leadership when I am not there? (h) Can I feel proud at the end of the day about my leadership, and higher my self esteem? The author would like to put forth few suggestions for the organizations to develop Ethical Leaders. The organization must spread the message that ethics isnt just an important set of rules not to violate, but that it is an integral part of what it means to work. The first step that an organization ought to take is to bring life to a conversation about how the organization benefits its employees and about understanding the organizations values. This doesnt need to be a formal program. It could be as elaborate as town hall meetings. The organization may have leadership development programs. These programs need to be strengthened by adding the idea of ethical leadership. The organizations can engage participants in a conversation about what they see as ethical leadership. Executives can develop shared conversations and conceptions of how ethical leadership can be implemented in their particular company. Executives of the company can take initiatives to explain about the strategies adopted by the company to break the Authority Trap. Many fear that anarchy would be the result of such a process. In my experience; it is just the opposite. Values, purposes, principles, an enterprise approach, healthy discussions, honest opinions all deliver a disciplined way to think about how to make the business better and more effective. 8. Conclusion The authors summation towards the end is that Ethical Leadership is the driver for excellent organizational processes which result in excellent organizational outputs; thereby building up an excellent organizational culture. Customer satisfaction is affected by organizational outputs, e.g., high product/service quality and on-time delivery and customer satisfaction, in turn, impacts financial performance. Ultimately this all leads to build up an effective, vibrant, and happy organizational culture. We all agree, what is measured and reported; can be managed and

improved. If an important, predictive and leading indicator of organizational culture is Ethical Leadership, then interventions can be targeted directly as appropriate. Although the hypothesis has been proved through statistical analysis, yet the blanket statement cannot be given on the basis of this small data. To formulate a generalized opinion it becomes very important to take the larger data and from the different industries. It is sure that the organizations having effective organizational culture give better performance and produce more business and vice -versa. So, it is very important to create effective organizational culture and this study has proved that Ethical Leadership styles are responsible for building up an effective organizational culture. Good and ethical leaders will only be responsible for building up effective organizational culture. Finally, this research brings to the forefront the proposition that Ethical leadership is an intangible asset that is a lead indicator of future organizational culture. Future research is needed to test and validate the relationship within a balanced or strategic scorecard framework. Organizational Culture may suffer if declining sales growth, retrenchment and company layoffs have created a culture of fear and employees feel unappreciated. This might require an intervention to change to a culture based on the values of altruistic love where team leaders and team members have a sense of connectivity, feel understood and appreciated and have genuine care, concern, and appreciation for both themselves and the organization. .The author opines that building human resource capital resulting in excellent organizational processes and outcomes requires a long term focus and may not be effectively improved with a short term solution. In reference to the educational institute which is under consideration, the above process simply becomes a vicious circle. The product quality; the quality of students in this case is very much dependent upon the employee commitment-which can only and only be instilled by Ethical leaders. So, we may say that employee commitment emerges as a consistent predictor of organizational processes and outcomes. Organizations that do not move to adopt the Ethical leadership paradigm and measure and improve employee commitment leading towards effective organizational culture; do so at the peril of not addressing the core issue soon enough to be effective or remain competitive in the marketplace. 9. Limitations People were quite reluctant in filling the questionnaire because of the shortage of time. This survey was done when there were summer vacations in the college due to which many of the respondents were not available. There were few leaders who had joined recently, that is why they could not give the true picture of the organization. Despite that full confidentiality was maintained, people were trying to be manipulative and afraid of ticking the right answer. Leaders as well as team members had the misconception that it was some management policy to take the feedback. People had lots of apprehensions before filling the instrument despite that everything was made clear to them. There might be few other reasons associated with the study and responsible for showing such results and not coming to the conclusion of showing a clear and fixed trend between Ethical Leadership and Organizational Culture.

10. References Kothari,C.R.,(2009) Research Methodology Methods and Techniques ;New Age International P Limited Deehoogh, H.B. & Denhartog, N.Deanne. (2008) Ethical and Despotic Leadership, Relationships with leaders social responsibility, top management team effectiveness and subordinates optimism: A multi method study ;Volume-19; Issue-3; Pg 297-311 Brown, E.Michael. & Trevino, K.Lindo (2006) Ethical Leadership: A Review and future directions ; Volume -17; Issue-6; Pg-595-616 Fry, Louis W & Matherly, Laura L.(2006)Spiritual Leadership and Organizational Performance :An Exploratory Study Tarleton State University Central Texas South Clear Creek Rd.Killeen, TX 76549 Fry, L. W. (2005). Toward a theory of ethical and spiritual well-being and corporate social responsibility through spiritual leadership. Forthcoming in Giacalone,. Positive psychology in business ethics and corporate responsibility. Greenwich, CT: Information Age publishing. Schminke,Marshall.,Ambrose, L.Maureen &Neubaum, O. Donald(2005)Organizational Behavior and Human Decision Processes ;The effect of Leader moral development on ethical climate and employee attitudes ;Volume 97; Issue -2; Pgs 135-151 Buller, F.Paul.& McEvoy, M.Glenn.(1999) Journal of world Business Creating and Sustaining Ethical Capability in Multinational Corporation. Volume -34 ;Issue-4; Pg326-343 Cornett, J Zane, Thomas ,J W (1995)Integrity as Professionalism: Ethics and Leadership in Practice Society of American Foresters National Convention ;Portland Maine

Websites:
fry@tarleton.edu motherly@tarleton.edu www.darden.virginia.edu/corporateethics www.chumirethicsfoundation.ca/page.php www.npu.edu/npu_highlights/rd_activities Understood