“Ethical leadership: a dual path model for fostering ethical voice through relational identification, psychological safety, organizational identification and psychological ownership”
DOI:
https://doi.org/10.1108/RAUSP-01-2023-0008Keywords:
Ethical Leadership, Relational Identification, Psychological Safety, Organizational Identification, Psychological Ownership, Ethical VoiceAbstract
Purpose/ Objectives: The study aims to identify the impact of ethical leadership on ethical voice by determining two paths covering relational identification and psychological safety. The first path focused on relational identification and psychological safety. Alternatively, the second path focused on organizational identification and psychological ownership leading to ethical voice. The specific objective of the study is to develop and test an integrated model of ethical leadership.
Design/ Methodology/ Approach: The objectives were achieved through the adoption of quantitate research techniques. Two hundred forty-eight samples were collected from the banking sector using quantitative research techniques, and data was gathered through a self-administered questionnaire. Exploratory and Confirmatory factor analyses were used through AMOS to generate the results and test hypotheses.
Findings: The results suggested a significant impact of ethical leadership on ethical voice, while the other paths' results, such as relational identification, psychological safety, organizational identification, and psychological ownership, suggested partial mediation. The study result adds new insights into ethical leadership and social exchange theory since it tested overlooked paths in the literature, such as relational identification and psychological safety.
Originality/ Value: The current study is unique since it is intended to develop and test an integrated model of ethical leadership and ethical voice. This research combines an integrated model, focusing on employees’ identities and self-concepts and examining ethical voice as a behavioral outcome.
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