ETHICAL LEADERSHIP STYLE: AN APPROACH OF THE MANAGERS AND EMPLOYEES

Abstract

 Some of the previous studies found managers‘ perceptions of their leadership style ethics to have significant effects on employees‘ attitudes to it. However, the studies on this field have been quite rare; the results are inconclusive. Thus, the aim of this study was to investigate the relationship between the approaches of managers and employees about the ethical leadership style. The study involved 30 managers and 242 subordinates working in different Lithuanian organizations. A perceived ethical leadership style was assessed with the help of  Brown (2005) questionnaire. The study found that the managers who evaluated their leadership ethics with high scores were evaluated by their employees the same ethical as the managers who evaluated their leadership ethics as average. The managers who evaluated their leadership ethics with low scores were evaluated by their employees as less ethical than managers who evaluated their leadership ethics as average. The findings also displayed that the more managers perceive their leadership style as ethical, the more employees perceive their managers as ethical.