The Relationship Between Academic Leaders' Moral Intelligence and Ethical Leadership Behaviors

Year 2022, Volume: 6 Issue: 3, 3309 - 3326, 30.09.2022

Mehtap Aras

Abstract

The aim of this study is to investigate whether there is a relationship between moral intelligence levels and ethical leadership behaviors. For this purpose, the study examined the relationship between the moral intelligence and ethical leadership behaviors of academic leaders. The research population consists of academicians working at a state university and having administrative duties. Dean, deputy dean, chief of department, director of research and application center, assistant director research and application center, director of vocational school were selected as administrative duties. The data of the study were collected by online survey method. Three-dimensional moral intelligence scale and four-dimensional ethical leadership scale expressions were directed to academicians with administrative duties. The questionnaire was sent to all academic leaders through the press and public relations office via e-mail. 133 questionnaires were used in the analysis and the data were analyzed with the SPSS 26 program. According to the correlation results, it was concluded that there is a significant and strong relationship between moral intelligence and ethical leadership behavior and its sub-dimensions and ethical leadership. The results of the regression analysis revealed that empathy, self-control, and kindness, which are the sub-dimensions of moral intelligence, are effective on ethical leadership behavior.

Keywords

Moral, Moral intelligence, Leadership, Ethical leadership

The Relationship Between Academic Leaders' Moral Intelligence and Ethical Leadership Behaviors

Abstract

The aim of this study is to investigate whether there is a relationship between the moral intelligence level of leaders and ethical leadership behavior. Within the scope of this purpose, is there a relationship between the moral intelligence of academic leaders and their ethical leadership behaviors? An answer to the research question has been sought. The research population consists of academicians working at a state university and having administrative duties. Dean, deputy dean, chief of department, director of research and application center, assistant director research and application center, director of vocational school were selected as administrative duties. The data of the study were collected by online survey method. Three-dimensional moral intelligence scale and four-dimensional ethical leadership scale expressions were directed to academicians with administrative duties. The questionnaire was sent to all academic leaders through the press and public relations office via e-mail. 133 questionnaires were used in the analysis. According to the correlation results, there is a significant and strong relationship between moral intelligence and ethical leadership behavior (,511) and its sub-dimensions and ethical leadership. The results of the regression analysis showed that empathy (,002), self-control (,004), and kindness (,006) which are the sub-dimensions of moral intelligence, are effective on ethical leadership behavior.

Keywords

moral, moral intelligence, leadership, ethical leadership., moral, moral intelligence, leadership, ethical leadership.

References

• ALKAN, D.P. (2015). “Reliability and Validity Study of the Turkish Version of the Ethical Leadership Scale”. Erciyes Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 1 (38): 109-121.
• ALSHAMMARI, A., ALMUTAIRI, N.N. & THUWAINI, S.F. (2015). “Ethical Leadership: The Effect on Employees”. International Journal of Business and Management, 10(3): 108-116.
• AL-AZZAM, Z.F. (2015). “The Effects of Perceived Transformational Leadership Style and Emotional Intelligence on Enhancing the Effectiveness of Decision Making in Public Health Sector”. International Journal of Advanced Research, 3 (12): 1665-1682.
• ANTONAKIS, J, ASHKANASY N.M. & DASBOROUGH, M.T. (2009). “Does leadership need emotional intelligence?” The Leadership Quarterly, 20 (2): 247–261.
• ARAS, M. (2021). Leadership And Leadership Qualities In Chaos Management, (Ed. Ş. Karabulut), Yönetim-Strateji-Organizasyon: Teoride ve Uygulamada. Ankara: Gazi Kitabevi. (pp. 35-49).
• AYDIN, S.İ. (2001). Managerial Professional and Organizational Ethics. Ankara: Pegem Yayıncılık.
• BANDURA, A. (1977). Social Learning Theory. New Jersey: Prentice Hall.
• BANDURA A. (1986). Social foundations of moral thought and action: A social cognitive theory. Englewood Cliffs, NJ: Prentice-Hall.
• BARLING, J., SLATER, F. & KEVİN KELLOWAY, E. (2000). “Transformational leadership and emotional intelligence: an exploratory study”. Leadership and Organization Development Journal, 21(3): 157-161.
• BASS, B.M. (2001). Cognitive, social, and emotional intelligence of transformational leaders. In Riggio, R.E., Murphy, S.E. and Priozzolo, F.J. (Eds), Multiple Intelligences and Leadership, NJ: Lawrence Erlbaum Associates, Inc. pp. 54-77.
• BEHESHTIFAR, M., ESMAELI, Z., & MOGHADAM, M.N. (2011). Effect of moral intelligence on leadership. European Journal of Economics, Finance and Administrative Sciences, 43(1): 6-11.
• BOSS, J. (1994). The Autonomy of Moral Intelligence. Educational Theory, 44(4): 399-416.
• BOYATZIS, R.E., GOOD. D. & MASSA, R. (2012). “Emotional, Social, and Cognitive Intelligence and Personality as Predictors of Sales Leadership Performance”. Journal of Leadership and Organizational Studies, 19(2): 191–201.
• BROWN, M.E., Treviño, L.K. & Harrison, D.A. (2005). “Ethical leadership: A social learning perspective for construct development and testing”. Organizational Behavior and Human Decision Processes, 97(2): 117–134.
• BROWN, M.E. &Treviño, L.K. (2006). “Ethical leadership: A review and future directions”. The Leadership Quarterly, 17(6): 595-616.
• CARUSO, D.R., Mayer, J.D. & Salovey, P. (2001). Emotional intelligence and emotional and emotional leadership. In Riggio, R.E., Murphy, S.E. and Priozzolo, F.J. (Eds), Multiple Intelligences and Leadership, NJ: Lawrence Erlbaum Associates, Inc.
• CAVAZOTTE, F., MORENO, V. & Hickmann, M. (2012). “Effects of leader intelligence, personality & emotional intelligence on transformational leadership and managerial performance”. The Leadership Quarterly, 23: 443–455.
• CEVİZCİ, A. (2009). Introduction to Philosophy. Bursa: Sentez Yayıncılık.
• CEVİZCİ, A. (2016). Applied Ethics. İstanbul: Say Yayınları.
• CLARKEN, R.H. (2009). Moral Intelligence in the Schools. School of Education, Northern Michigan University. pp. 1-7. Michigan Academy of Sciences, Arts and Letters Wayne State University, Detroit, MI, March 20, 2009.
• ÇENGELCİ, E. (2014). Ethical Leadership Behaviors of School Administrators. Yayınlanmamış Yüksek Lisans Tezi, Afyon: Afyon Kocatepe Üniversitesi Sosyal Bilimler Enstitüsü.
• DE HOOGH, A.H.B. & DEN HARTOG, D.N. (2008). Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study. The Leadership Quarterly, 19(3): 297–31.
• DULEWICZ, V. & HIGGS, M. (2003). “Leadership At The Top: The Need For Emotional Intelligence In Organizations”. International Journal of Organizational Analysis, 11 (3): 193 – 210.
• DUST, S.B., RESICK, C.J., MARGOLIS, J.A., MAWRIT, M.B. & GREENBAUM, R.L. (2018). “Ethical leadership and employee success: Examining the roles of psychological empowerment and emotional exhaustion”. The Leadership Quarterly, 29(5): 570–583.
• EISENBEISS, P.A. & KNIPPENBERG, D.V. (2015). “On ethical leadership impact: The role of follower mindfulness and moral emotions”. Journal of Organizational Behavior, 36: 182-195.
• DOWNEY, L.A., PAPAGEORGıOU, V. & STOUGH, C. (2006).” Examining the relationship between leadership, emotional intelligence and intuition in senior female managers”. Leadership and Organization Development Journal, 27(4): 250–264.
• EDELMAN, P. & van KNIPPENBERG, D. (2018). “Emotional intelligence, management of subordinate’s emotions, and leadership effectiveness”. Leadership and Organization Development Journal, 39(5): 592-607.
• ENGELBRECHT, A. & HENDRIKZ, K., (2020). “Influence of moral intelligence, principled leadership and trust on organisational citizenship behaviour”. South African Journal of Economic and Management Sciences. 23(1), a3429. https://doi. org/10.4102/sajems.v23i1.3429.
• FADHIL, A.H. et al (2021). “The Role of Leaders’ Moral Intelligence to Enhance Strategic Leadership”. Journal of Management and Accounting Studies, 9(1): 65-78.
• FLEW, A. (2005). “Philosophy Dictionary” (Çev. Nurşen Özsoy), Ankara: Yeryüzü Yayınevi.
• FRANKENA, W.K. (1973). “Ethics”. Second Edition, N.J.: Prentice-Hall.
• GARG, N., JAIN, A. & PUNIA, B.K. (2021). “Gratitude, social intelligence, and leadership among university teachers: mediation and moderation analysis”. International Journal of Organizational Analysis, 29(2): 368-388.
• GÖK, P. (2008). “The Relationship Between Business Ethics and Business Ethics and Factors Affecting Business Ethics in Working Life”. Uluslararası İnsan Bilimleri Dergisi, 5(1): 1-19.
• GÜNDÜz, T. (2010). “Moral Development and Education in Gifted Children”. İ.Ü. İlahiyat Fakültesi Dergisi, 1(1): 157-177.
• HAJNCL, L. & VUČENOVIĆ, D. (2020). “Effects of Measures of Emotional Intelligence on the Relationship between Emotional Intelligence and Transformational Leadership”. Psychological topics, 29(1): 119-134.
• HARTSFIELD, M.K. (2003). “The internal dynamics of transformational leadership: effects of spirituality, emotional intelligence, and self-efficacy”. Dissertation Abstract International Section B: The Sciences and Engineering, 64: 2440.
• HIGGS, M. (2002). “Do leaders need emotional intelligence?: A study of the relationship between emotional intelligence and leadership of change”. International Journal of Organizational Behaviour, 5(6): 195-212.
• HOFFMAN, B.J. & FROST, B.C. (2006). “Multiple intelligences of transformational leaders: an empirical examination”. International Journal of Manpower, 27(1): 37-51.
• KALAYCI, Ş. (Ed) (2008) SPSS Uygulamalı Çok Değişkenli İstatistik Teknikleri, Ankara: Asil Yayıncılık.
• KALSHOVEN, K., DEN HARTOG, D. & DE HOOGH, A.H.B. (2011). “Ethical Leader Behavior and Big Five Factors of Personality”. Journal of Business Ethics, 100(2): 349-366.
• KAMAL, M.Y., et al. (2017). Emotional Intelligence And Leadership Style, International Journal of Asian Social Science, 7(12): 963-970.
• KANOĞLU, M. (2019). Moral Intelligence. 2. Baskı, Ankara: Hayat Yayınları.
• KARABEY, T. (2021). “Reflection of Nurses' Moral Intelligence Levels on Care Behaviors”. Perspectives in Psychiatric Care. 57(5): 1-10.
• KHAMPA, D. (2019). “Development and standardization of moral intelligence scale”. The International Journal of Indian Psychology, 7(4): 657-665.
• LENNICK, D. & KIEL, F. (2005). “Moral intelligence: Enhancing business performance and leadership success”. Boston: Pearson Education, Inc.
• MAHMUTOĞLU, A. (2009). “Ethics and Morals; Similarities, Differences and Relationships”. Türk İdare Dergisi, 81 (463-464): 225-249.
• MAAMARI, B.E. & MAJDALANI, J.F. (2017). “Emotional intelligence, leadership style and organizational climate”. International Journal of Organizational Analysis, 25 (2): 327-345.
• MAMEDE, C., RIBEIRO, N., GOMES, D. & REGO, A. (2014). “Leader’s moral intelligence and employees’ affective commitment: the mediating role of transformational leadership”. CD-Rom Proceedings of XXIV Jornadas Luso-Espanholas de Gestão Científica, ESTG-IPL, 6, 7’e 8 de Fevereiro, Leiria.
• MATHEW, M. & GUPTA, K.S. (2015). “Transformational Leadership: Emotional Intelligence”. SCMS Journal of Indian Management, 12 (2): 75-89.
• MURADOĞLU, S. & KARABULUT, T. (2020). “A Study on the Mediator Role of Social Intelligence in the Effect of Leaders' Narcissistic Personality Traits on Entrepreneurial Personality Traits”. İstanbul Ticaret Üniversitesi Sosyal Bilimler Dergisi, 19(39): 1327-1359.
• NEUBERT, M., WU, C. & ROBERTS, J. (2013). “The Influence of Ethical Leadership and Regulatory Focus on Employee Outcomes”. Business Ethics Quarterly, 23(2): 269-296.
• ÖZLEM, D. (2004). Ethics: Moral Philosophy. İstanbul: İnkılâp Yayınevi.
• PANA, L. (2006). “Artificial Intelligence and Moral intelligence”, tripleC, 4(2): 254-264.
• PIEPER, A. (2012). Introduction to Ethics (Çev. Veysel Ataymanand Gönül Sezer). İstanbul: Arıntı Yayınları.
• REHMAN, R.R. (2011). R”ole of Emotional Intelligence on the Relationship among Leadership Styles, Decision Making Styles and Organizational Performance: A Review”. Interdisciplinary Journal of Contemporary Research in Business, 3(1): 409-416.
• ROSETE, D. & CIARROCHI, J. (2005). “Emotional intelligence and its relationship to workplace performance outcomes of leadership effectiveness”. Leadership and Organization Development Journal, 26(5): 388–399.
• RIGGIO, R.E., MURPHY, S.E. & PIROZZOLO, F.J. (2002). Multiple Intelligences and Leadership. NJ: Lawrence Erlbaum Associates, Inc.
• SHAHID, M. N. (2017). “Social Intelligence and Effective Leadership: Content Analysis Approach”. Asia Pacific Journal of Emerging Markets, 1(1): 35–46.
• SHANMUGANATHAN, J., SATHISHKUMAR, A.S. & SRIPRIYA, S. (2020). “Critical Factors of Emotional Intelligence and Its Effect on Leadership Qualities at Workplace: A Success Mantra for Effective Leaders”. International Journal of Social Sciences and Management, 7(1): 12-16.
• SPANO-SZEKELY, L., QUINN GRIFFIN, M.T., CLAVELLE, J. & FITZPATRICK, J.J. (2016). “Emotional Intelligence and Transformational Leadership in Nurse Managers”. The Journal of nursing administration, 46(2): 101–108.
• TAMER, G. (2021). “The Role of Ethical Leadership in Increasing Employees’ Organizational Commitment and Performance: The Case of Healthcare Professionals”. Journal of Life Economics, 8(1): 123-146.
• TANNER, C. & CHRİSTEN, M. (2014).” Moral Intelligence-A Framework for Understanding Moral Competence”. Christen M., van Schaik C., Fischer J., Huppenbauer M., Tanner C. (eds) Empirically Informed Ethics: Morality between Facts and Norms (p. 119-136). Library of Ethics and Applied Philosophy, vol 32. Switzerland: Springer.
• TREVİÑO, L.K. (1986). “Ethical decision-making in organizations: a person–situation interactionist model”. Academy of Management Review, 11: 601–617.
• TREVIÑO, L.K., BROWN, M. & HARTMAN, L.P. (2003). “A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite”. Human Relations, 56(1): 5-37.
• TSAI, M., TSAI, C.L. & WANG, Y. (2011). “A study on the relationship between leadership style, emotional intelligence, self-efficacy and organizational commitment: A case study of the Banking Industry in Taiwan”. African Journal of Business Management, 5(13): 5319-5329.
• YAKUT, S. & YAKUT, I. (2021). “Yakut- Moral Intelligence Scale”. Uluslararası Sosyal Araştırmalar Dergisi, 76(14): 836-842.
• YUKL, G.A. (2002). Leadership in organizations (5th ed.). New Jersey: Prentice Hall.
• WIRAWAN, H., TAMAR, M. & BELLANI, E. (2019). “Principals’ leadership styles: the role of emotional intelligence and achievement motivation”. International Journal of Educational Management, 33(5).
• WONG, C.S. & LAW, K.S. (2002). “The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study”. The Leadership Quarterly, 13(3): 243–274.
• ZHU, W. (2008). “The Effect of Leadership on Follower Moral Identity: The Mediating Role of Psychological Empowerment”. Leadership Review, 8: 62-73.