Top PDF Organizational citizenship behavior and perception of organizational justice in employees of a Turkish university hospital

Organizational citizenship behavior and perception of organizational justice in employees of a Turkish university hospital

Organizational citizenship behavior and perception of organizational justice in employees of a Turkish university hospital

attitude of workers. They stated that attitudes such as employee job satisfaction, turnover intentions, organizational commitment, and workplace behavior such as absenteeism and OCB are found to be correlated with perception of justice in the work place. Perception of justice in the workers may generate a state of mind with a positive attitude. This condition may in turn lead the workers to get engage in performing OCB (2000). According to Moorman (1993), organizational justice is about the organizational behaviors. The evaluation of the employees by their chiefs and their perceptions toward its fairness determine their organizational behaviors. Morman's theory points out the fair attitudes of managers are more important than the just evaluations about the general procedures. The procedural justice, who is about the formal procedures related to the organization, focuses on the organization generally, on the other hand, interpersonal justice enables the workers see themselves as valuable and important individuals. The tripartite conceptualization of organizational justice consists of distributive, procedural, and interactional dimensions. Distributive justice represents the perceived fairness regarding the allocation of organizational resources; procedural justice implies the perceived fairness of the means and procedures used to determine those allocations; and interactional justice means the perceived fairness concerning the quality of interpersonal treatment, typically received from one’s supervisor, in an organization when procedures are enacted (Colquitt et al., 2005). On the other hand, some describe an additional fourth dimension; informational justice (Colquitt and Chertkoff, 2002; Nowakovski and Conlon, 2005). The aim of this study was to find the level of OCB and OJP in employees of Cukurova University Hospital in the city of Adana, Turkey.
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The Effect of Employees' Perceptions of Organizational Justice on Organizational Citizenship Behavior: An Applicationin Turkish Public Hospital

The Effect of Employees' Perceptions of Organizational Justice on Organizational Citizenship Behavior: An Applicationin Turkish Public Hospital

Greenberg and Baron (2000: 372) defined the organizational justice as the action of an employee who performs more than the obligations of formal organizations. Organizational justice describes the individual’s perception of fairness in organizations, his behavioral reaction to such perceptions and to show how these perceptions affect organizational outcomes such as organizational citizenship behavior (OBC), commitment and job satisfaction (Noruzyet al., 2011). Unfair treatment or injustice not only decreases job performance but also decreases quality of work and degree of cooperation among workers (Fatimah, Amiraa & Halim, 2011). There are three dimensions of organizational justice which are named as distributive, procedural and interactional justice (Ruolian& Vivien, 2002).Distributive justice is described as the fairness of distribution of resources (e.g., performance ratings, pay, promotions) or about results orientations (Alvi & Abbasi, 2012). Procedural justice refers to the perceived fairness and the transparency in the decision making procedures followed in resource allocation or disputes resolution (Khan & Habib, 2011, Tepper & Taylor, 2003). Interactional justice reflects employees’ feelings of how fair they are treated by their supervisors (Blakely, Andrews & Moorman, 2005).
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THE ROLE OF EMPLOYEE ENGAGEMENT IN MEDIATING RELATIONSHIP OF ORGANIZATIONAL JUSTICE AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR ON NURSES IN PUBLIC HOSPITAL IN BALI, INDONESIA

THE ROLE OF EMPLOYEE ENGAGEMENT IN MEDIATING RELATIONSHIP OF ORGANIZATIONAL JUSTICE AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR ON NURSES IN PUBLIC HOSPITAL IN BALI, INDONESIA

Organizational characteristics can give rise to OCB because of the reciprocal relationship between employees and organizations, for example from the organization providing a fair salary for employees, the employee will do a good job for the organization. Where this relationship is very closely related to social exchange theory. Employees who feel treated fairly by the organization will respond by giving extra behavior to the organization (Karriker and Williams, 2009). So that it can be said that OCB can be effect to organizational justice (Yilmaz and Tasdan, 2009). Organizational justice describes the perceptions of individuals or groups about the fairness of treatment received from an organization and their behavior reactions to these perceptions (Silva and Madhumali, 2014; Gosh et al., 2014). Organizational justice is needed to encourage every member of the organization to be willing to show extra good behavior.
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Relationship of Organizational Trust and Organizational Justice with Organizational Citizenship Behavior of Female Teachers: Chain Mediation of Job Stress and Emotional Exhaustion

Relationship of Organizational Trust and Organizational Justice with Organizational Citizenship Behavior of Female Teachers: Chain Mediation of Job Stress and Emotional Exhaustion

The Social Exchange Theory states that an organization is the place where exchanges between leaders (directors) and employees take place. There are two dimensions to this exchange: economic and social. Its economic dimension deals with the existence of a definite clear agreement between the two parties (directors and employees). By this agreement, both sides commit to accomplishing a special task to receive benefits from the other side. The social dimension is usually unwritten and unclear and is mostly focused on individual perceptions. It is more of a psychological nature. According to this social agreement, when people feel the other side is treating them justly and morally, they also somehow try to gratify the other side. In the case of employees, this is achieved with enhancement of citizenship behavior as well as an increase in the extra-role performance (Niehoffand Moorman, 1993; quoted by Lavelle, Rupp, and Brockner, 2007).
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The Impact of Organizational Justice on the Behavior of Organizational Citizenship

The Impact of Organizational Justice on the Behavior of Organizational Citizenship

Niehoof & Moorman study (1993): the aim of this study is to identify the relationship between three variables: the leader's control method, employeesperception of organizational justice and their organizational citizenship behavior. The main results of the study: there is a direct correlation between procedural justice and some dimensions of organizational citizenship behaviors; there is an inverse relationship between transactional justice and some dimensions of organizational citizenship behaviors. The main recommendations were performing similar studies using a sample with an older individuals, as the study sample members ages was between 17-20 years, also the managers should follow control methods that will work to increase the interest of staff in performing additional roles and giving them confidence and responsibility at work.
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Examining the Relationship of Organizational Citizenship Behavior with Organizational Commitment and Equity Perception of Secondary School Administrators

Examining the Relationship of Organizational Citizenship Behavior with Organizational Commitment and Equity Perception of Secondary School Administrators

Additionally, the findings suggested that conscientiousness, sportsmanship, civic virtue and tribute had a sig- nificant positive correlation with OC. This finding is consistent with Jafari et al.’s (2011) findings indicating the relationship of civic virtue and sportsmanship and OC as being direct. In addition, a significant negative rela- tionship was observed between EP and OC. This finding was not consistent with the results of Skarlicki (2001), Parnian (1999), Eskandari (2008), and Hosseini Qadykayi et al. (2012) who observed a significant positive cor- relation between these two variables. The above finding is not anticipated, since OC encompasses the sense of loyalty toward the organization as well as accountability which is closely linked to EP. On the other hand, when all members of an organization who tend to work well feel no discrimination on the organization’s side, they will exhibit such behavior. Therefore, if justice governs an organization, employees will feel equity.
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Assessing the Risk of Turnover Intention among Hospital Workers  

					                Tsai et al.

Assessing the Risk of Turnover Intention among Hospital Workers Tsai et al.

Solving the shortage of hospital workers has become an increasingly urgent priority in recent decades. Understanding the turnover problem remains a major scientific challenge. The objective of this study was to assess the risk intention for hospital workers based on the probabilistic risk assessment concept. A cross-sectional study was conducted. The survey samples included nursing staff and hospital workers from one regional teaching hospital in Taiwan. Participants completed a questionnaire with measures of emotional labor, job stress (JS), internal marketing (IM), organizational citizenship behavior, and the perception of turnover intention (TI) in order to assess a risk-based model of the perception of TI based on a dose- response relationship. The results showed that employees’ perceptions of JS influenced their perception of TI, and organizational commitment was a mediator between IM and the perception of TI. To represent the current knowledge of the predictive model, the present study was the first to incorporate the probabilistic and risk assessment concepts to assess the perception of TI. The proposed dose-response scheme may enable the early identification of the perception of TI among individuals, and help to maintain workflow stability in hospital environments.
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The Influence of Prosedural Justice and Organizational Climate on Organizational Citizenship Behavior (OCB) With Employee Engagement as a Mediator

The Influence of Prosedural Justice and Organizational Climate on Organizational Citizenship Behavior (OCB) With Employee Engagement as a Mediator

Banking is always required to continue to improve its competitiveness through quality improvement. Justice in a company is very important to note, because if there is an injustice there will be dissatisfaction within the employees which will give a negative impact to the company. The employees’ good perception on the company that is important to be formed by company management is the organizational climate. According to Gibson et al (2011), the organizational climate is a general collective picture of the expectations and feelings of employees that are shaped by a work atmosphere or work environment that improves company performance. Organizational climate becomes important to be created because it becomes the employee's perception of the company and becomes the basis for continuous employee behavior.
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An investigation of the role of job satisfaction in employees' organizational citizenship behavior

An investigation of the role of job satisfaction in employees' organizational citizenship behavior

job characteristics, job satisfaction, organizational commitment, and or- ganizational citizenship behavior. PhD Thesis. In English (Middle East Technical University, Ankara, 2006). — 29. FOOTE DA, TANG TL-P, Man- age Decision, 46 (2008) 933. — 30. SALEHI M, GHOLTASH A, Procedia Soc Behav Sci, 15 (2011) 306. — 31. LAMBERT EG, Crim Justice Stud, 23 (2010) 361. — 32. SHARMA JP, BAJPAI N, HOLANI U, Int J Bus Man- age, 6 (2011) 67. — 33. SESEN H, CETIN F, NEJAT BASIM H, Int J Contemp Econ Admin Sci, 1 (2011) 40. — 34. MEHBOOB F, BHUTTO N, Int J Contem res Bus, 3 (2012) 1447. — 35. KREJCIE RV, MORGAN DW, Educ Psychol Meas, 30 (1970) 607. — 36. MUST O, TRAMES-J Humanit Soc, 2 (1998) 40. — 37. AHMAD N, IQBAL N, SHEERAZ M, Int J Acad Res Bus Soc Sci, 2 (2012) 270. — 38. CHING GS, Int J Res Stud Manage, 2 (2012) 3. — 39. KARANI SR, BICHANGA WO, Int J Res Stud Manage, 1 (2012) 59. — 40. MAIYAKI AA, Int J Acad Res Bus Soc Sci, 2 (2012) 403. — 41. HAUSER G, TKAL^I] M, [TIMAC D, MILI] S, MIJANDRU[I] SIN^I] B, Coll Antropol, 35 (2011) 203-7. — 42. LAJNERT V, FRAN- ^I[KOVI] T, GR@IC R, KOVA^EVI] PAVI^I] D, BAKAR^I] D, BU- KOVI] D, ^ELEBI] A, BRAUT V, FUGO[I] V, Coll Antropol, 34 (2010) 1415. — 43. BEHESHTIFAR M, MOTAHARI J, NEKOIE MOGHADAM M, Int J Acad Res Bus Soc Sci, 2 (2012) 301. — 44. YARI NASERIEH M, POURKIANI M, ZIAADINI M, FAHIM I, Int J Acad Res Bus Soc Sci, 2 (2012) 267. — 45. KASK K, HANNUST T, TRAMES-J Humanit Soc, 17 (2013) 301. — 46. MILI] M, GORANOVI] T, KATAN^I] HOLJEVAC J, Coll Antropol, 33 (2009) 831. — 47. ABBASI MR, MOEZZI H, EYVAZI AA, RANJBAR V, Int J Acad Res Bus Soc Sci, 2 (2012) 460. — 48. TABA- SSUM A, Int J Res Stud Manage, 1 (2012) 67. — 49. MEDJEDOVI] MAR- ^INKO V, MAR^INKO D, \OR\EVI] V, ORE[KOVI] S, Coll Antropol, 35 (2011) 225. — 50. MRDULJA[-\UJI] N, KUZMANI] M, KARDUM G, RUMBOLDT M, Coll Antropol, 34 (2010) 813.
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Organizational Justice, Trust and Organizational Commitment in Banking Sector of Pakistan

Organizational Justice, Trust and Organizational Commitment in Banking Sector of Pakistan

are not contributing to the baseline of performance. This model is found to be in the hearts of those organizations which always take measures towards cost cutting. Merit pay is not always effective and downsizing has malicious effects in the long run and workers are strait jacketed by bureaucratic management that results in decreasing innovation in organization. One should take into consideration economic matters but to the extent of duty. Quid pro quo exchange also includes ethical compulsions that one party has to the other. Employees look towards benefits but employer looks to the output more. Organizational justice is about the perception of employee about organization that how they are being treated. It works like glue to keep people together and work effectively. On the other hand, there is injustice that works as harsh solvent and melts the bonds within organization and society. Injustice is not only injurious to individual but also to the organization. In organizational justice, procedural justice is considered to be central determinants of job satisfaction. Procedural justice plays its role in the overall evaluation of an organization such as trust in supervisor, organizational commitment and citizenship behavior. Procedural justice explains the means to determine the output/outcome. Procedural justice is about the perceived fairness of process used to make decision and distributive justice is concerned with the perceived fairness of outcome to be rewarded. Thus distributive justice is a motivating force for employee. Procedural justice is associated with the organizational system evaluation such as pay system, organizational commitment and process satisfaction, whereas distributive justice is pertinent to organizational outcome such as pay satisfaction, outcome (Folger & Konovsky, 1989; Greenberg, 1990).
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The Effects of  Organizational Justice Perceptions Associated with the use of Electronic Monitoring on Employees' Organizational Citizenship and Withdrawal Behaviours: A Social Exchange Perspective

The Effects of Organizational Justice Perceptions Associated with the use of Electronic Monitoring on Employees' Organizational Citizenship and Withdrawal Behaviours: A Social Exchange Perspective

Much of the previous research on reactions to the use of electronic monitoring in the workplace has relied on data collected using University undergraduate students or surveyed employees who only have their telephone calls electronically monitored. In the current study, employees from three different organizations were surveyed—a Municipal government, a Police Department, and a Call Centre in the hospitality industry. Further, the Municipality and Police department electronically monitor their employees’ email and internet usage. Although the relationship among the variables in the proposed model did not differ based on organizational membership, employees working in the call centre indicated that they were more aware of how they were being electronically monitored and they indicated that they found the monitoring to be more procedurally and distributively just than employees working for the Municipality and the Police department. Employees working in the call centre may be more aware of the monitoring and be more likely to feel that it is fair because the monitoring is directly linked to their job performance. Their phone calls are monitored so that these recordings may be used during the performance appraisal process to gauge their ability to provide quality customer service. In contrast, the Municipality and to some extent, the Police department use email and internet monitoring as a deterrent to future behaviour (i.e., misused time browsing the internet).
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Positive Organizational Behavior Variables And The Effects Of Boredom Proneness On Perceived Organizational Support

Positive Organizational Behavior Variables And The Effects Of Boredom Proneness On Perceived Organizational Support

The phenomenon of positive organizational behavior, defined as the focus on people’s strengths rather than weaknesses, is increasingly the object of research. While studies on the topic in Turkey are still limited, there is an increasing number of institutions and managers in the global business world who focus on the employees’ positive behaviors instead of their negative sides aiming to converting these to productivity. Managers who expect maximum productivity from their employees by creating a positive climate in their organization are obliged to understand the strong and poor aspects of their workforce and the positive and negative behavior variables depending on their personalities, to determine the impact of these on their jobs, and to evaluate what can be done for better productivity, or, in other words, to invest in their “psychological capital”.
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The Influence of Leadership Style, Organizational Culture, and Work Motivation on Organizational  Citizenship Behavior for Environment (OCBE) of the Directorate General of Fiscal Balance’s Employees

The Influence of Leadership Style, Organizational Culture, and Work Motivation on Organizational Citizenship Behavior for Environment (OCBE) of the Directorate General of Fiscal Balance’s Employees

Organizational Culture has a positive and significant direct influence on OCBE behavior. dimensions of organizational culture based on theories from Robbins & Coulter (2012). This is in line with the results of previous studies from Nhat Tan Pham, Quyen Phu Thi Phan, Zuzana Tuckova, Nga Vo, Lien H.L. Nguyen (2018) which shows that organizational culture positively influences OCBE behavior. Basically, the process of implementing an existing policy is inseparable from the concept of work culture internalization of existing human resources. One of the elements that build an organization's culture is values. Currently, the Ministry of Finance has established the Ministry of Finance's Values consisting of Integrity, Professionalism, Synergy, Service and Perfection. The formulation of these values is an important part in the development stage of the Ministry of Finance's organizational culture which is now being carried out. These Ministry of Finance Values are stipulated in KMK Number 312 / KMK.01 / 2011 concerning Ministry of Finance Values. Furthermore, the results of the study also state that this is in line with one of the Ministry of Finance's values: Synergy which can be interpreted as "Building and being able to work with teams in fostering productive internal cooperation relationships to achieve common goals. From the service side, there is the application "Office Automation Ministry of Finance". This application is a form of administration instrument of the Ministry of Finance's correspondence starting from the drafting of the concept to the signing through Digital Signature which is online so that it also supports pro-environment programs related to paperless policies.
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ORGANIZATIONAL POLITICS: CORRELATES WITH JOB SATISFACTION, ORGANIZATIONAL COMMITMENT, AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR IN SENEGAL 

ORGANIZATIONAL POLITICS: CORRELATES WITH JOB SATISFACTION, ORGANIZATIONAL COMMITMENT, AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR IN SENEGAL 

Licensed under Creative Common Page 2 1999). These actions are often neither enacted publicly, or included in the formal rules and regulations of the organizations, nor explicitly prohibited (Farrell & Peterson , 1982). At the heart of OP are actions such as selling ideas, influencing decision, increasing power, or achieving other targeted interests (Brandon & Seldman, 2004) at the expense of others. Politicking individuals may use improper channels or lobby high-level managers to get promoted, raise their status or gain other special favors. Such kinds of actions consume time, obstruct information sharing (Eisenhardt and Bourgeois, 1988), bring about ambiguity (Muhammad, 2007), raises perceptions of uncertainty in the allocation of organizational resources (Harris & Harris 2007) and may ultimately affect individual job attitudes or behaviors. Even though OP cannot be classified as a solely negative phenomenon (Bacharach, 2005), it has been largely and generally viewed as a perceptual phenomenon with negative consequences for those who perceive it (Poon, 2003; Byrne, 2005; Kacmar & Carlson, 1977). Political actions are often seen as dysfunctional (Katrinli, Atabay, Gunay, & Cangarli, 2010) as they are not always enacted for the well-being of the organization or individuals within the organization. Due to OP, a number of factors are affected that lead to behavioral change in the employees, which negatively affects many of their work and organization aspects.
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The Relationship of Burnout Dimensions with Organizational Citizenship Behavior (OCB) among Bank Employees in Sarawak: Mediating Role of Flow Experience

The Relationship of Burnout Dimensions with Organizational Citizenship Behavior (OCB) among Bank Employees in Sarawak: Mediating Role of Flow Experience

The first assumption was supported, where flow mediated the relationship between exhaustion and OCB. Few studies in the Western context revealed the negative correlation between burnout and OCB (Cropanzano, Rupp & Byrne, 2003; Gorgievski & Hobfoll, 2008). Surprisingly, the present study revealed the dimension of burnout; exhaustion as predictor and with the insertion of flow experience as mediator could affect the employees’ working experience as they may see their work as rewarding and beneficial in the future. Flow could further foster employees’ resilience at their workplace and improve positive mood (Frone, 2000) as flow is believed to link to positive improvement among employees, even though their current work scope is vastly demanding (Ensenger & Rheinber, 2008).
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The Effect Of Organizational Citizenship Behavior (OCB), Customer Orientation Of Service Employees (COSE) On Star Hotel In Samarinda Town With Perceived Organizational Support (POS) As Moderating Variables

The Effect Of Organizational Citizenship Behavior (OCB), Customer Orientation Of Service Employees (COSE) On Star Hotel In Samarinda Town With Perceived Organizational Support (POS) As Moderating Variables

The rapid development of technology and information as it is today has been able to make significant changes to consumer behavior in purchasing goods and services. Consumers have been spoiled with a wide selection of products and services available around them at all times. Consequently consumers will only buy products and services that are able to provide high value for them. In this situations company is strongly required to continue to innovate on products and services so that they will be able to offer a different values compared to competitors continuously that consumers want. In a service company one of the values desired by consumers is value of a service. Consumers always feel happy and satisfied if they get good service from the company, even will be very satisfied when the service provided exceeds expectations. The spearhead of the company's service lies in its human resources, in this case the employee service or frontliners. Good or bad company performance in the eyes of consumers will depend on the good or bad performance of the frontliners service. This is explained by Zeithaml et al. [9] in the service triangle model. In this model there are three entities involved ie the management, employees, and consumers.
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Impact of Transformational Leadership and  the Mediating Effect of Employees' Perception of Organizational Change  on Affective, Normative and Continuance Commitment

Impact of Transformational Leadership and the Mediating Effect of Employees' Perception of Organizational Change on Affective, Normative and Continuance Commitment

Research results supported the statement made by Bass and Avolio (1990) which is, transformational leaders’ charisma are able to transform, motivate and intellectually stimulate the employees to attain new and distinctive ways to challenge the status quo and change the environment to support successful changes. Other research indicated that the association between transformational leadership and affective organizational commitment is positively strong (Avolio, Zhu, Koh& Bhatia, 2004; Spreitzer, Perttula& Xin, 2005) and is able to increase group effectiveness by enhancing group motivation, efficiency and performance (Cohen, Chang & Ledford, 1997; Walumbwa, Wang, Lawler & Shi, 2004). Transformational leadership style shows positive impact on employeesperception and commitment (Tseng & Kang, 2008; Mert, Keskin& Bas, 2010).
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Investigation of Organizational Citizenship Behavior of Hotel Employees by Structural Equation Model

Investigation of Organizational Citizenship Behavior of Hotel Employees by Structural Equation Model

(Sportsmanship): Organ [8] defines sportsmanship as the way that the em- ployees endure the difficulties and negative aspects of work without making complaint. In other words, it is a state in which employees do what they are ask- ed by the organization without showing any sensitivity when employees are dis- turbed by other employees or circumstances do not go in the desired condition [22]. Özdevecioğlu [23] explains sportsmanship as the situation in which the employees in the working environment ignore adverse situations [23]. Spor- tsmanship behavior includes behaviors like avoiding stress and tension-causing behaviors instead of concentrating on problems, showing patience and support- ing the effectiveness and efficiency of the organization. It is seen that manage- ment resources are used to solve the negative situations in organizations. But in- stead of dealing with problems in organizations where gentlemanly behavior is identified, resources are transferred to applications such as planning, problem solving and organizational analysis, and organizational efficiency is ensured [24].
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The Effect of Perceived Justice and Organizational Silence on Organizational Commitment

The Effect of Perceived Justice and Organizational Silence on Organizational Commitment

The main objective of this research is to investigate the effect of perceived organizational justice on organizational commitment with regard to the mediating role of organizational silence. The population of this research consisted of all employees of Tameen-e-ejtemayi organization located in Karaj, which based on the information obtained are 370 people. A stratified random sampling method in this study is used. Then the number of 225 questionnaires was distributed in Statistical population and finally, 200 questionnaires were used for data analysis. Structural equation modeling was used to analyze the data. Test results of the Main hypothesis of research imply that mediating role of organizational silence in relationship between organizational justice and organizational commitment was not confirmed. The results of this research on organizational silence intermediation associated with organizational justice and organizational commitment is a new finding. But Crueo and colleagues (2012) represented that the variable that plays the role of mediator between organizational justice and organizational commitment is job satisfaction and it is because respecting organizational justice directly influences job satisfaction and the other hand, the job satisfaction due to the organizational justice, affects the increase of organizational commitment of officers (Crueo et al, 2012).
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The relationship between ethical leadership and organizational citizenship behavior among academic staff of a public sector University of Pakistan

The relationship between ethical leadership and organizational citizenship behavior among academic staff of a public sector University of Pakistan

A review of the literature shows that there are several gaps in research on ethical leadership (Singh and Rathore, 2014). Firstly, ethical leadership has been mostly studied and examined in western context, and there is an urge of examining ethical leadership in different organizational contexts (Detert, Trevino, Burris, and Andiappan, 2007). Secondly, ethical leadership for academicians in higher education has received relatively less attention from researchers (Englehardt, 2009). Therefore, it would be interesting to examine ethical leadership and its understanding in universities and research organizations (Singh and Rathore, 2014). Hence this study attempts to fill the gap by finding the level of ethical leadership among academic staff of a public sector university in Pakistan.
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