The Design and Validation of a Model for Developing Ethical Leadership in Primary Schools

Document Type : Research Paper

Authors

1 Ph.D. Student in Educational Administration (Management), Faculty of Educational Sciences and Psychology, University of Mohaghegh Ardabili, Ardabil, Iran.

2 Professor, Department of Educational Sciences, Faculty of Educational Sciences and Psychology, University of Mohaghegh Ardabili, Ardabil, Iran

Abstract

Introduction and Objectives: Leadership styles have been one of the main concerns of organizations and researchers over the past four decades. It has been well-established that different leadership styles are associated with the psychological well-being of followers. Leadership is a central concept in postmodern and contemporary approaches. Compassion, care, and justice are fundamental ethical principles in leadership and management. One factor that influences teachers’ effectiveness is their adherence to ethics. It seems that ethical commitment is a fundamental concern of every educational system in various societies. Ethics lies at the heart of leadership. Ethics has always been important as a regulator of human relationships. In the discussions on management, this internal mechanism, without the need for external enforcement, can ensure the ethical performance of employees and create an ethical organization. Ethical leadership is directly related to creative performance. Ethical leadership has garnered considerable attention in the 21st century. A review of research indicates that the scope and diversity of studies in this field stem from the growing importance of ethical leadership as a serious concern for organizations and the unique perspectives of each researcher in this area. Therefore, considering the above points, this study designs and validates a model for developing ethical leadership in primary schools in Ardabil.
Method: This research is applied in terms of the objective and employs a mixed-methods approach (qualitative and quantitative) in terms of the nature of the data. The research design was exploratory. In the qualitative phase, semi-structured interviews and grounded theory methods were used, while in the quantitative phase, structural equation modeling (SEM) was applied. The qualitative research population included university professors and experts in educational sciences from Ardabil Province. Purposive sampling, a non-probability sampling method, was used in the qualitative phase. Sample adequacy was determined based on data saturation and reproducibility, with the sample consisting of 15 university professors in educational sciences from Ardabil. Data collection in this phase was conducted through semi-structured interviews.
In the quantitative phase, the statistical population included all primary school teachers in Ardabil. The total number of primary school teachers in Ardabil during the 2023-2024 academic year was approximately 2,600. Based on the population size and Cochran’s formula, 335 teachers were selected as the sample for the quantitative phase using non-random and convenience sampling methods. For data analysis, in the first stage, structural codes were collected through three coding methods: open, axial, and selective coding. In the second stage, confirmatory factor analysis was conducted using the data from the first stage. Due to the non-normal distribution of the data, the partial least squares (PLS) method and bootstrapping technique in Smart PLS software were used to obtain the model fit indices.
Results: Following the qualitative analysis, which led to identifying initial codes, these codes were categorized into several themes based on similarities and data relationships. Ultimately, the themes were organized into specific categories. After the continuous process of open, axial, and selective coding, the collected data were systematically organized into 130 open codes, 99 concepts, 10 themes, and six categories. The findings indicate that the model for developing ethical leadership in primary schools in Ardabil is organized around themes such as personal and personality traits, strengthening communication and interactions, developing individual and professional skills, crisis management, enhancing motivation, preserving ethical values, transparency, organizational effectiveness, professional growth, and increasing trust and cohesion. The proposed model was validated and demonstrated a good fit (p < 0.05).
Discussion and Conclusion: The causal conditions in this study included personal and personality traits. The results show that individual and personality traits have a significant impact on the development of ethical leadership in primary schools. These traits can positively or negatively influence the ethics and behavior of school leaders.
The findings also indicate that strategies play a crucial role in developing ethical leadership. This study’s strategies included strengthening communication and interactions, developing individual and professional skills, and crisis management. The research highlights that improving communication and interactions, developing individual and professional skills, and managing crises are essential for fostering ethical leadership in primary schools. These strategies help strengthen relationships among school community members, enhance ethical leadership skills, and improve the quality of ethical decision-making in educational environments. Furthermore, the results show that intervening conditions also significantly impact ethical leadership development. In this study, enhancing motivation was identified as an intervening factor. The findings suggest that interventions such as creating a motivational environment, fostering positive thinking, encouraging enthusiasm, increasing leaders’ motivation, and promoting dynamism among individuals can contribute to ethical leadership development. Enhancing motivation, as an intervening factor, plays a vital role in 
nurturing ethical leadership. This study also demonstrates that attention to ethical values and their preservation and transparency as contextual conditions positively influence ethical leadership development. The research indicates that these contextual conditions help cultivate leaders committed to ethical principles and values, creating a transparent and ethics-driven school environment. When diligently observed, ethical values such as self-improvement, honesty, trustworthiness, and foresight can contribute to forming an ethical mindset and ensure the sustainability of ethical principles in leadership decisions and actions. The research shows that fostering ethical leadership in primary schools can create healthy and sustainable organizations, yielding numerous positive outcomes for these environments. Ethical leadership among primary school teachers and staff can increase trust and cohesion. Ultimately, the core of this research revolves around ethical leadership, which may lead to adverse outcomes without appropriate factors and conditions. Ethical leadership is the most critical element in primary schools, capable of adding justice and value to the school’s educational culture and environment.

Keywords

References

  1. احمدی، ساجده و سیف‌الله فضل‌الهی قمشی (1400). «وضعیت رهبری اخلاقی در مدیران آموزش‌وپرورش (مطالعه موردی شهر قم)». نشریه اسلام و پژوهش های مدیریتی، 11(1): 61-

Doi: https://modiriyati.nashriyat.ir/node/201

  1. ایمانی، محمدنقی؛ یوسفی، زهره و اصغر شریفی. (1400). «ارائه مدل پیش‌بینی رهبری اخلاقی براساس متغیرهای هنجاری و فردی (رفتاری)». مشاوره شغلی و سازمانی، 13(1): 183-

Doi: 10.48308/jcoc.2021.100619

  1. توسلی، طیبه و مائده سعیدی‌نیا (1401). «مطالعه کیفی از آسیب‌شناسی ارزشیابی تحصیلی مجازی در عدم رعایت اصول اخلاقی». علوم تربیتی، 29(2): 85-

Doi: 10.22055/edus.2022.39749.3321

  1. جباری ثانی، محمدحسن؛ ونداد، امید و حسن مومنی مهموئی (1401). «تبیین نقش مؤلفّه‌های رهبری اخلاقی مبتنی‌بر رویکرد مسئولیت‌پذیری اجتماعی در کارکنان دانشگاه پیام ‌نور». فصلنامه رهبری و مدیریت آموزشی، 16(4): 52-

Doi: 20.1001.1.27171329.1401.16.4.3.1

  1. جلیلی دیلمقانی، پریسا؛ ناظم، فتاح و علیرضا چناری (1402). «ارائه مدل نوآوری سازمانی براساس رهبری اخلاقی، عدالت سازمانی و تعهد سازمانی در دانشگاه‌های دولتی». اخلاق در علوم و فناوری، ۱۸(۴): 145-

Doi: 20.1001.1.22517634.1402.18.4.20.3

  1. حبیبی، شهربانو؛ محمد داوودی، امیرحسین و کامران محمدخانی (1400). «ارائه مدل ارتقاء اخلاق حرفه‌ای مدیران مدارس متوسطه شهر تهران». تحقیقات مدیریت آموزشی، 12(47): 293-

Doi: https://sanad.iau.ir/Journal/earq/Article/1113008/FullText

  1. داودی، محمد؛ موسوی، سید رضی و سعید صالحیان (1401). «تربیت اخلاقی فضیلت‌مند». فصلنامه علمی تربیت اسلامی، 17(41): 14-

Doi: 10.30471/edu.2022.8544.2581

  1. رجب‌دری، حسین؛ مالمیر، مریم و منوچهر خرمین (1400). «رابطه رهبری اخلاقی و خلاقیت کارکنان: نقش تعدیل‌گر ارتباط مدیر و کارکنان». اخلاق در علوم و فناوری، ۱۶(۲): 108-

Doi: 20.1001.1.22517634.1400.16.2.14.9

  1. سلطانی‌فرد، علیرضا؛ محمدداودی، امیرحسین و نادرقلی قورچیان (1402). «شناسایی ابعاد و مؤلفّه‌های رهبری اخلاقی در مدیریت ستادی وزارت آموزش‌وپرورش با تکنیک تحلیل مضمون و دیمتل». فصلنامه علمی -پژوهشی تعلیم و تربیت، ۳۹(۴): 7-

Doi: http://qjoe.ir/article-1-3345-fa.html

  1. ملایی، رسول؛ میرزامحمدی، محمد حسن و اکبر رهنما (1402). «تبیین فلسفی اخلاق معلمی از دیدگاه فیلسوفان تربیتی غرب و مربّیان و اندیشمندان مسلمان به‌منظور ارائه منشور و اعتباریابی آن». فصلنامه علمی تربیت اسلامی، 18(45): 81-

Doi: 10.30471/edu.2023.8937.2672

  1. نوری، سید رضا؛ ملک‌زاده، غلامرضا؛ رحیم‌نیا، فریبرز و علیرضا خوراکیان (1402). «تبیین مؤلفّه‌های رهبری اخلاقی در سازمان صنایع دفاع جمهوری اسلامی ایران با رویکرد کیفی». مجله پژوهش‌های مدیریت عمومی، 16(59): 31-

Doi: 10.22111/jmr.2023.32483.4895

  1. Ahmadi, S., & Fazlollahi Qomshi, S. (2021). The Status of Ethical Leadership Among Education Managers (A Case Study in Qom City). Islam and Management Research Journal, 11(1): 61- [In Persian]

Doi: https://modiriyati.nashriyat.ir/node/201

  1. Al Halbusi, H., Williams, K. A., Mansoor, H. O., Hassan, M. S., & Hamid, F. A. H. (2020). Examining the impact of ethical leadership and organizational justice on employees’ ethical behavior: Does person–organization fit play a role?. Ethics & Behavior, 30(7): 514-‏

Doi: 10.1080/10508422.2019.1694024

  1. Al Halbusi, H., Williams, K. A., Ramayah, T., Aldieri, L., & Vinci, C. P. (2021). Linking ethical leadership and ethical climate to employees' ethical behavior: the moderating role of person–organization fit. Personnel Review, 50(1): 159-

Doi: 10.1108/PR-09-2019-0522

  1. Ali, M., Qu, Y., Shafique, S., Pham, N. T., & Usman, M. (2022). The role of ethical leadership in enhancing exploitative and explorative learning simultaneously: what does it matter if employees view work as central?. Personnel Review, 51(2): 787-

Doi: 10.1108/PR-12-2019-0708

  1. Anand, A., Agarwal, U. A., & Offergelt, F. (2023). Why should I let them know? Effects of workplace incivility and cynicism on employee knowledge hiding behavior under the control of ethical leadership. International Journal of Manpower, 44(2): 247-

Doi: 10.1108/IJM-04-2021-0248

  1. Banks, G. C., Fischer, T., Gooty, J., & Stock, G. (2021). Ethical leadership: Mapping the terrain for concept cleanup and a future research agenda. The Leadership Quarterly, 32(2): 101471.‏

Doi: 10.1016/j.leaqua.2020.101471

  1. Banks, G. C., Ross, R., Toth, A. A., Tonidandel, S., Goloujeh, A. M., Dou, W., & Wesslen, R. (2023). The triangulation of ethical leader signals using qualitative, experimental, and data science methods. The Leadership Quarterly, 34(3): 101658.‏

Doi: 10.1016/j.leaqua.2022.101658

  1. Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The leadership quarterly, 17(6): 595-‏

Doi: 10.1016/j.leaqua.2006.10.004

  1. Buddhidhajo, P. P. (2022). A study of ethical leadership compositions for school administrators. ASEAN Journal of Religious and Cultural Research, 5(3): 27-

Doi: https://so02.tci-thaijo.org/index.php/ajrcr/article/view/259262

  1. ‏Cordova Jr, N., Kilag, O. K., Andrin, G., Groenewald, E., & Abella, J. (2024). Promoting Literacy in Early Childhood: Leadership Practices and Long-Term Educational Impact. Excellencia: International Multi-disciplinary Journal of Education (2994-9521), 2(1): 79-

Doi: https://multijournals.org/index.php/excellencia-imje/article/view/276

  1. Crosweller, M. (2022). Disaster management and the need for a relational leadership framework founded upon compassion, care, and justice. Climate Risk Management, 35, 100404.‏

Doi: 10.1016/j.crm.2022.100404

  1. Davoudi, M., Mousavi, S. R., & Salehian, S. (2022). Virtue-oriented Moral Education. Journal of Islamic Education, 17(41): 1- [In Persian].

Doi: 10.30471/edu.2022.8544.2581

  1. Dua, A. K., Farooq, A., & Rai, S. (2023). Ethical leadership and its influence on employee voice behavior: role of demographic variables. International Journal of Ethics and Systems, 39(2): 213-

Doi: 10.1108/IJOES-10-2021-0200

  1. Eluwole, K. K., Karatepe, O. M., & Avci, T. (2022). Ethical leadership, trust in organization and their impacts on critical hotel employee outcomes. International Journal of Hospitality Management, 102, 103153.‏

Doi: 10.1016/j.ijhm.2022.103153

  1. Fox, F. R., Smith, M. B., & Webster, B. D. (2023). Take your ethics and shove it! Narcissists' angry responses to ethical leadership. Personality and Individual Differences, 204, 112032.‏

Doi: 10.1016/j.paid.2022.112032

  1. Franklin, R. M. (2024). Moral leadership: Integrity, courage, imagination. Orbis Books.‏

Doi: https://books.google.com

  1. Genç, E. (2020). The effects of ethical leadership perceptions and personal characteristics on professional burnout levels of teachers.

Doi: http://hdl.handle.net/11772/6724

  1. Goswami, A. K., & Agrawal, R. K. (2023). It’sa knowledge centric world! Does ethical leadership promote knowledge sharing and knowledge creation? Psychological capital as mediator and shared goals as moderator. Journal of Knowledge Management, 27(3): 584-‏

Doi: 10.1108/JKM-09-2021-0669

  1. Habibi, S., Mohamad Davoudi, A., & Mohammadkhani, K. (2021). Presenting a model for promoting the professional ethics of high school principals in Tehran. Educational Administration Research, 12(47): 293-‏ [In Persian]

Doi: https://sanad.iau.ir/Journal/earq/Article/1113008/FullText

  1. Halvorsen, B., Bartram, T., Kia, N., & Cavanagh, J. (2023). Meeting customer needs through ethical leadership and training: examining Australian bank employees. Asia Pacific Journal of Human Resources, 61(1): 79-‏

Doi: 10.1111/1744-7941.12329

  1. Hoang, G., Luu, T. T., Du, T., & Nguyen, T. T. (2023). Can both entrepreneurial and ethical leadership shape employees’ service innovative behavior?. Journal of Services Marketing, 37(4): 446-‏

Doi: 10.1108/JSM-07-2021-0276

  1. Imani, M., Yousefi, Z., & Sharifi, A. (2021). Developing a Model of Ethical Leadership Prediction Based on Normative and Individual (Behavioral) Variables. Career and Organizational Counseling, 13(1): 183- [In Persian]

Doi: 10.48308/jcoc.2021.100619

  1. Jabbari Thani, M., Vandad, O., & Momenimahmouei, H. (2023). Explanation of the role of components of ethical leadership based on social responsibility in the employees of Payam Noor University. Quarterly Journal of Educational Leadership & Administration, 16(4): 52- [In Persian]

Doi: 20.1001.1.27171329.1401.16.4.3.1

  1. Jalili Dilmoghani, P., Nazem, F., & Chenari, A. (2024). Providing the Model of Organizational Innovation based on Ethical Leadership, Organizational Justice and Organizational Commitment in Public Universities. Ethics in Science and Technology, 18(4), 145- [In Persian]

Doi: 20.1001.1.22517634.1402.18.4.20.3

  1. Kalra, A., Briggs, E., & Schrock, W. (2023). Exploring the synergistic role of ethical leadership and sales control systems on salesperson social media use and sales performance. Journal of Business Research, 154, 113344.‏

Doi: 10.1016/j.jbusres.2022.113344

  1. Kalyar, M. N., Usta, A., & Shafique, I. (2020). When ethical leadership and LMX are more effective in prompting creativity: The moderating role of psychological capital. Baltic Journal of Management, 15(1): 61-‏

Doi: 10.1108/BJM-02-2019-0042

  1. Kar, S. (2014). Ethical leadership: Best practice for success. IOSR Journal of Business and Management, 1(14): 112-‏

Doi: https://d1wqtxts1xzle7

  1. Khan, M. A. S., Jianguo, D., Ali, M., Saleem, S., & Usman, M. (2019). Interrelations between ethical leadership, green psychological climate, and organizational environmental citizenship behavior: A moderated mediation model. Frontiers in psychology, 10, 1977.‏

Doi: 10.3389/fpsyg.2019.01977

  1. Khan, S. R., Bauman, D. C., & Javed, U. (2020). A study on the effect of ethical leadership on teachers’ moral motivation at schools in Pakistan. International Journal of Educational Management, 34(6): 965-‏

Doi: 10.1108/IJEM-06-2019-0198

  1. Klassen, A. C., Creswell, J., Plano Clark, V. L., Smith, K. C., & Meissner, H. I. (2012). Best practices in mixed methods for quality of life research. Quality of life Research, 21(3): 377-‏

Doi: 10.1007/s11136-012-0122-x

  1. Le, P. B., & Nguyen, D. T. N. (2023). Stimulating knowledge-sharing behaviours through ethical leadership and employee trust in leadership: the moderating role of distributive justice. Journal of Knowledge Management, 27(3): 820-‏

Doi: 10.1108/JKM-06-2021-0462

  1. Lee, S. H., Hur, W. M., & Shin, Y. (2023). Struggling to stay engaged during adversity: A daily investigation of frontline service employees’ job insecurity and the moderating role of ethical leader behavior. Journal of Business Ethics, 184(1): 281-

Doi: 10.1007/s10551-022-05140-y

  1. Liu, S., & Yin, H. (2023). How ethical leadership influences professional learning communities via teacher obligation and participation in decision making: A moderated-mediation analysis. Educational Management Administration & Leadership, 51(2): 345-‏

Doi: 10.1177/1741143220975766

  1. Ly, B. (2024). Inclusion leadership and employee work engagement: The role of organizational commitment in Cambodian public organization. Asia Pacific Management Review, 29(1): 44-‏

Doi: 10.1016/j.apmrv.2023.06.003

  1. Ma, D., Wajid, N., Anser, M. K., Anjum, Z. U. Z., & Jia, X. (2022). The effect of ethical leadership on service recovery performance: A moderated mediation model of organizational virtuousness and trait mindfulness. Frontiers in Psychology, 13, 1036099.‏

Doi: 10.3389/fpsyg.2022.1036099

  1. Maqbool, S., Zafeer, H. M. I., Zeng, P., Mohammad, T., Khassawneh, O., & Wu, L. (2023). The role of diverse leadership styles in teaching to sustain academic excellence at secondary level. Frontiers in Psychology, 13, 1096151.‏

Doi: 10.3389/fpsyg.2022.1096151

  1. McKimm, J., & McLean, M. (2020). Rethinking health professions’ education leadership: Developing ‘eco-ethical’leaders for a more sustainable world and future. Medical Teacher, 42(8): 855-‏

Doi: 10.1080/0142159X.2020.1748877

  1. Meria, L., Bintoro, A. N., & Prastyani, D. (2023). Peran Ethical Leadership Dalam Mengurangi Stres Kerja Dan Meningkatkan Kualitas Kinerja. Technomedia Journal, 7(3 Februari), 208-

Doi: 10.33050/tmj.v7i3.1906

  1. Mollaʾi, R., Mirza Mohammadi, M. H., & Rahnama, A. (2023). Philosophical Explanation of Teacher’s Ethics from the Point of View of Western Educational Philosophers and Muslim Educators and Thinkers in Order to Present a Charter and Validate it. Journal of Islamic Education, 18(45): 81-‏ [In Persian]

Doi: 10.30471/edu.2023.8937.2672

  1. ‏Montano, D., Schleu, J. E., & Hüffmeier, J. (2023). A meta-analysis of the relative contribution of leadership styles to followers’ mental health. Journal of Leadership & Organizational Studies, 30(1): 90-

Doi: 10.1177/15480518221114854

  1. Nair, S., & Team, C. E. A. (2023). EFFECTIVE ETHICAL LEADERSHIP FRAMEWORK. (Dr.) Uday Salunkhe.

Doi: https://www.welingkar.org

  1. Nemr, M. A. A., & Liu, Y. (2021). The impact of ethical leadership on organizational citizenship behaviors: Moderating role of organizational cynicism. Cogent Business & Management, 8(1): 1865860.‏

Doi: 10.1080/23311975.2020.1865860

  1. Nguyen, N. T. T., Nguyen, N. P., & Hoai, T. T. (2021). Ethical leadership, corporate social responsibility, firm reputation, and firm performance: A serial mediation model. Heliyon, 7(4).‏

Doi: https://www.cell.com/heliyon/fulltext/S2405-8440(21)00912-9

  1. Nouri, S. R., Malekzadeh, G., Rahimnia, F., & Khorakian, A. (2023). Explanation Ethical Leadership Components in Islamic Republic of Iran's Defense Industry Organization with a Qualitative Approach. Public Management Researches, 16(59): 31-‏ [In Persian]

Doi: 10.22111/jmr.2023.32483.4895

  1. Oladimeji, K. A., & Abdulkareem, A. K. (2023). Ethical Leadership and Employee Performance in the Public Sector: The Mediating Effects of Motivation and Satisfaction. Jurnal Studi Pemerintahan, 133-‏

Doi: 10.18196/jgp.v13i2.14903

  1. Ouakouak, M. L., Zaitouni, M. G., & Arya, B. (2020). Ethical leadership, emotional leadership, and quitting intentions in public organizations: does employee motivation play a role?. Leadership & organization development journal, 41(2): 257-

Doi: 10.1108/LODJ-05-2019-0206

  1. Piwowar-Sulej, K., & Iqbal, Q. (2023). Leadership styles and sustainable performance: A systematic literature review. Journal of Cleaner Production, 382, 134600.

Doi: 10.1016/j.jclepro.2022.134600

  1. Rajab Dari, H., Malmir, M., & Khorramin, M. (2021). The Relationship between Ethical Leadership & Employee Creativity: The Moderating Role of Manager-Employee Relationship. Ethics in Science and Technology, 16(2), 108- [In Persian]

Doi: 20.1001.1.22517634.1400.16.2.14.9

  1. Rasheed, M. I., Hameed, Z., Kaur, P., & Dhir, A. (2023). Too sleepy to be innovative? Ethical leadership and employee service innovation behavior: A dual-path model moderated by sleep quality. Human Relations, 00187267231163040.‏

Doi: 10.1177/00187267231163040

  1. Sabir, S. (2021). A study on Ethical leadership perceptions and its impact on teachers commitment in Pakistan. International Journal of Educational Leadership and Management, 28-‏

Doi: 10.17583/ijelm.2020.4525

  1. Saddique, F., Fatima, H., Muzammil, M. H., & Mushtaq, N. (2023). Impact of Ethical Leadership on Creative Work Performance: The Empirical Mediating Roles of Work Engagement and Attitude Toward Performing Wells in Construction Organizations in Pakistan. Journal of Social Sciences Review, 3(1): 607-‏

Doi: 10.54183/jssr.v3i1.194

  1. Saeed, I., Khan, J., Zada, M., Zada, S., Vega-Muñoz, A., & Contreras-Barraza, N. (2022). Linking ethical leadership to followers’ knowledge sharing: mediating role of psychological ownership and moderating role of professional commitment. Frontiers in Psychology, 13, 841590.‏

Doi: 10.3389/fpsyg.2022.841590

  1. Saleem, A., Aslam, S., Rafiq, J., & Rao, C. (2024). Principal leadership style and teacher job performance: Evidence from Pakistan. Authorea Preprints.‏

Doi: full/10.31124/advance.7927259.v3

  1. Shakeel, F., Kruyen, P. M., & Van Thiel, S. (2019). Ethical leadership as process: A conceptual proposition. Public Integrity, 21(6): 613-‏

Doi: 10.1080/10999922.2019.1606544

  1. Sharma, A., Agrawal, R., & Khandelwal, U. (2019). Developing ethical leadership for business organizations: A conceptual model of its antecedents and consequences. Leadership & Organization Development Journal, 40(6): 712-‏

Doi: 10.1108/LODJ-10-2018-0367

  1. Siregar, B. A., & Nasution, A. I. (2023). Effect Of Ethical Leadership On Employee Performance And Incremental Innovation With Internal Motivation As An Intervening Variable In The District Library And Archives Department Deli Serdang. SMBJ: Strategic Management Business Journal, 3(1): 174-

Doi: https://journal.smbjupmi.com/maintenance.html

  1. SoltaaniFard, A. R., MohammadDaavoudi, A. H., & Ghourchiaan, N. (2024). Moral Leadership and its Dimensions and Constituents: A Look at the MOE’s Central Administration. Quarterly Journal of Education, 39(4): 7- [In Persian]

Doi: http://qjoe.ir/article-1-3345-fa.html

  1. Tavassoli, T., & Saeedi nia, M. (2022). Qualitative Study of Pathology of Virtual Academic Evaluation in Non-observance of Moral Principles. Journal of Educational Sciences, 29(2): 85- [In Persian]

Doi: 10.22055/edus.2022.39749.3321

  1. Tufan, C., Namal, M. K., Arpat, B., Yesil, Y., & Mert, I. S. (2023). The mediating effect of organizational justice perception on the relationship between ethical leadership and workplace deviant behaviors. Sustainability, 15(2): 1342.

Doi: 10.3390/su15021342

  1. Turi, J. A., & Sorooshian, S. (2024). Leaders' role: now and then. Kybernetes, 53(3): 862-‏

Doi: 10.1108/K-05-2022-0723

  1. Uppathampracha, R., & Liu, G. (2022). Leading for Innovation: Self-Efficacy and Work Engagement as Sequential Mediation Relating Ethical Leadership and Innovative Work Behavior. Behavioral Sciences, 12(8): 266.‏

Doi: 10.3390/bs12080266

  1. Uy, F., Vidal, E., Kilag, O. K., Ompad Jr, V., Kiamco, I., & Padilla, K. (2024). The Art and Science of Leadership: A Humanities Perspective. Excellencia. International Multi-disciplinary Journal of Education (2994-9521), 2(1): 175-‏

Doi: https://risejournals.org/index.php/imjrise/article/view/355

  1. Wang, Z., Xing, L., Xu, H., & Hannah, S. T. (2021). Not all followers socially learn from ethical leaders: The roles of followers’ moral identity and leader identification in the ethical leadership process. Journal of Business Ethics, 170, 449-‏

Doi: 10.1007/s10551-019-04353-y

  1. Wen, Q., Wu, Y., & Long, J. (2021). Influence of ethical leadership on employees’ innovative behavior: The role of organization-based self-esteem and flexible human resource management. Sustainability, 13(3): 1359.‏

Doi: 10.3390/su13031359

  1. Wetzels, M. Odekerken-Schröder, G. & Van Oppen, C. (2009). Using PLS path modeling for assessing hierarchical construct models: Guidelines and empirical illustration. MIS quarterly, 33(1), 177-‏

Doi: 10.2307/20650284

77. Zaim, H., Demir, A., & Budur, T. (2021). Ethical leadership, effectiveness and team performance: An Islamic perspective. Middle East Journal of Management, 8(1): 42-66.‏

Doi: 10.1504/MEJM.2021.111991

Files

Share

How to cite

Statistics