Please use this identifier to cite or link to this item: https://hdl.handle.net/10321/3421
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dc.contributor.authorBhana, Anrushaen_US
dc.contributor.authorSuknunan, Sachinen_US
dc.date.accessioned2020-06-24T12:15:43Z-
dc.date.available2020-06-24T12:15:43Z-
dc.date.issued2020-04-06-
dc.identifier.citationBhana, A. and Suknunan, S. 2020. Building ethical leadership through training and development approach at a higher education institution in South Africa. Problems and Perspectives in Management. 18(1): 405-414. Available: http://dx.doi.org/10.21511/ppm.18(1).2020.35en_US
dc.identifier.issn1727-7051-
dc.identifier.issn1810-5467 (Online)-
dc.identifier.urihttp://hdl.handle.net/10321/3421-
dc.description.abstractThe research has shown that many leaders lack ethical practice, but training and development geared towards ethical leadership can serve to bridge this gap in theory and practice. This paper focuses primarily on the key aspect of training and development to promote more ethical leadership within a higher education institution setting. The data were drawn from a mixed-method study adopting both quantitative and qualitative approaches. Simple random sampling constituted a sample of 312 academic and administrative staff members at the institution. The purposeful sampling for the qualitative component was a realized sample of 3 executive management leadership and 9 line management leadership participants, indicating a total response rate of 67%. The results for executive management leadership reflect poor leadership style from the employees’ perspective in relation to respect and fairness, transparency, behavior, and other ethical leadership-related items (of M = 2.74, SD = 0.033). In addition, there was a clear need for leadership to attend ongoing training courses (M = 4.20, SD = 0.904). From the qualitative perspective, more than 50% of the leadership respondents indicated no appropriate university leadership programmes or ethical leadership programs. Therefore, the investment in training and development can promote more ethical leadership style, which in turn can have a positive impact on employees (M = 4.43, SD = 0.740). In light of this, the results provide a strong inclination towards more training and development programs to ensure that leaders develop ethical considerations in their role as leaders.</jats:p>en_US
dc.format.extent11 p.en_US
dc.language.isoenen_US
dc.publisherLLC CPC Business Perspectivesen_US
dc.relation.ispartofProblems and Perspectives in Management. Vol. 18, Issue 1en_US
dc.subjectEthicsen_US
dc.subjectDevelopmenten_US
dc.subjectEmployeesen_US
dc.subjectLeadershipen_US
dc.subjectImpacten_US
dc.subjectEngagementen_US
dc.subjectSkillsen_US
dc.titleBuilding ethical leadership through training and development approach at a higher education institution in South Africaen_US
dc.typeArticleen_US
dc.date.updated2020-04-23T10:21:47Z-
dc.publisher.urihttp://dx.doi.org/10.21511/ppm.18(1).2020.35en_US
dc.identifier.doi10.21511/ppm.18(1).2020.35-
local.sdgSDG04-
item.languageiso639-1en-
item.openairetypeArticle-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
item.cerifentitytypePublications-
item.fulltextWith Fulltext-
item.grantfulltextopen-
Appears in Collections:Research Publications (Management Sciences)
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