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Leadership and Ethical Justice Behavior in a High Moral Intensity Operational Context 
Försvarshögskolan, Institutionen för ledarskap och management (ILM).ORCID-id: 0000-0001-8274-6065
2010 (engelsk)Inngår i: Military Psychology, ISSN 0899-5605, E-ISSN 1532-7876, Vol. 22, nr 1, s. 137-156Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

The present study explores the relationship between moral behavior in a high moral intensity context and leadership behavior in Norwegian naval officer cadets (N = 82). Peer ratings of leadership behavior were used as predictor variables, and ethical justice behavior, defined as the disclosure of sensitive information in a demanding prisoner-of-war exercise, was used as an outcome measure. A hierarchical regression analysis revealed that transactional leadership explained 19% of the variance in ethical justice behavior, whereas transformational leadership did not augment this effect. However, in a model including all facets of the full range of leadership model, 25% of the variance in leaders' ethical justice behaviors was accounted for, with high scores on the transformational facet of Intellectual Stimulation (β = -.45, p < .05) and low on Individual Consideration (β = .44, p < .05) combined with high scores on the transactional facet Contingent Reward (β = -.68, p < .01) as significant predictors. The present data indicate that there is a strong component of ethical behavior embedded in both transactional and transformational leadership.

sted, utgiver, år, opplag, sider
Routledge , 2010. Vol. 22, nr 1, s. 137-156
HSV kategori
Forskningsprogram
Ledarskap under påfrestande förhållanden
Identifikatorer
URN: urn:nbn:se:fhs:diva-992DOI: 10.1080/08995601003644437OAI: oai:DiVA.org:fhs-992DiVA, id: diva2:380510
Tilgjengelig fra: 2010-12-21 Laget: 2010-12-20 Sist oppdatert: 2017-12-11bibliografisk kontrollert

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