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Examining Ethical Reasoning and Transformational Leadership Style in Nigeria Public Sector

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  • Chikelu Okey Felix
  • Abd Halim B. Ahmad
  • Rosita Bint Arshad

Abstract

A significant number of studies reported linkages between ethical moral reasoning and transformational leadership (TFL) style, but questioned its moral foundation based on shared values and ethics. Thus, the issue of public leaders’ and subordinates’ degree of moral judgment and TFL behavior as perceived by followers is explored. The Defining Issues Test (DIT-2) and the Multifactor Leadership Questionnaire (MLQ X5) were completed by leaders and subordinates severely (Avolio & Bass, 2004; Rest, Narvaez, Bebeau, & Thoma, 1999). Path analysis of the structural model indicates positive significant statistical relationship between cognitive moral development (CMD) and TFL style (β = 0.120, t = 1.286, p

Suggested Citation

  • Chikelu Okey Felix & Abd Halim B. Ahmad & Rosita Bint Arshad, 2016. "Examining Ethical Reasoning and Transformational Leadership Style in Nigeria Public Sector," SAGE Open, , vol. 6(2), pages 21582440166, April.
    • Handle: RePEc:sae:sagope:v:6:y:2016:i:2:p:2158244016635256
    DOI: 10.1177/2158244016635256
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    References listed on IDEAS

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    1. Boas Shamir & Robert J. House & Michael B. Arthur, 1993. "The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory," Organization Science, INFORMS, vol. 4(4), pages 577-594, November.
    2. Tenenhaus, Michel & Vinzi, Vincenzo Esposito & Chatelin, Yves-Marie & Lauro, Carlo, 2005. "PLS path modeling," Computational Statistics & Data Analysis, Elsevier, vol. 48(1), pages 159-205, January.
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    Cited by:

    1. Huy Quang Pham & Phuc Kien Vu, 2023. "Does Public Value Commitment Leadership and Corporate Social Responsibility Fuel Accountant’s Productivity During Covid-19 Pandemic and New Normal: A Case Study on Public Sector in Vietnam," Public Organization Review, Springer, vol. 23(2), pages 575-603, June.
    2. Nguyen Hai Thanh & Nguyen Van Quang, 2022. "Transformational, Transactional, Laissez-faire Leadership Styles and Employee Engagement: Evidence From Vietnam’s Public Sector," SAGE Open, , vol. 12(2), pages 21582440221, May.

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