Original Research

The relationship between transformational leadership, integrity and an ethical climate in organisations

Anja S. van Aswegen, Amos S. Engelbrecht
SA Journal of Human Resource Management | Vol 7, No 1 | a175 | DOI: https://doi.org/10.4102/sajhrm.v7i1.175 | © 2009 Anja S. van Aswegen, Amos S. Engelbrecht | This work is licensed under CC Attribution 4.0
Submitted: 10 November 2008 | Published: 27 October 2009

About the author(s)

Anja S. van Aswegen,, South Africa
Amos S. Engelbrecht, University of Stellenbosch, South Africa

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Abstract

By effectively utilising the transformational leadership process, an organisation’s culture can be transformed into one that encourages ethical behaviour. The aim of this study was to validate a theoretical model to explain the relationships between leadership, integrity and an ethical climate. A non-probability sample of employees (n = 203) from medium to large companies was used. Data were analysed by item, factor and multiple regression analyses. The results revealed that transformational leadership has a positive effect on the dimensions of an ethical climate. No convincing support was found for the proposition that integrity moderates the relationship between transformational leadership and the dimensions of an ethical climate.


Keywords

transformational leadership; integrity; ethical culture; values; South Africa

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