- Title
- Promoting leader integrity through the human resource management value chain
- Creator
- De Villiers, Bridget
- Subject
- Leadership -- South Africa
- Subject
- Leadership -- South Africa -- Moral and ethical aspects Business ethics Professional ethics Personnel management
- Date Issued
- 2020
- Date
- 2020
- Type
- Thesis
- Type
- Doctoral
- Type
- DPhil
- Identifier
- http://hdl.handle.net/10948/50469
- Identifier
- vital:42197
- Description
- Ethical breaches in the public and private sector in South Africa are prevalent and the effects thereof pervasive on the economy and within broader society. These ethical breaches include corruption, bribery, and the mismanagement of resources and may be attributed to poor decision-making on the part of organisational leaders. The complexity of the circumstances in which organisations operate in the 21st century requires that leaders effectively navigate moral dilemmas while considering the broad range of interests represented by many organisational stakeholders. Leaders need to act in a manner that is ethically sound to avoid the negative consequences associated with unethical organisational conduct, including a loss of profit, credibility and reputation. Ethical leadership is central to moral organisational governance, as compliance with rules and regulations alone is ineffective in building and sustaining an ethical organisation. Literature points to the centrality of leader integrity to the notion of ethical leadership and that an ethical organisational culture is sustained by leaders who possess integrity. In promoting leader integrity studies highlight management interventions and organisational success factors that promote an ethical organisation. Within the context of this study these management interventions and success factors were identified as promoting leader integrity. Further, the literature identified the important role of leaders in supporting these interventions and creating the conditions necessary to foster the success factors. These management interventions are offered through and the success factors are linked to the human resource management value chain. The main aim of this study was to explore the promotion of leader integrity through the human resource management value chain in South African organisations. The main aim of the study led to the development of several theoretical and empirical sub-objectives that were addressed through the following actions: A literature study was conducted examining the nature of ethical leadership and leader integrity and included a consideration of the dark side of leadership. The literature was further examined in relation to the nature of an ethical organisation and organisational integrity, the role of the leader in promoting an ethical organisational culture, and regarding the management interventions and success factors that were seen to promote leader integrity. The insights gained from the literature review assisted in the compilation of a survey questionnaire, this being the Management Interventions and Success Factors Scale. This scale, together with an existing scale, The Perceived Leader Integrity Scale (version 1.2), were used in the empirical study to determine the perceptions of employees as to whether specific management interventions and success factors were seen to promote leader integrity, and the extent to which their managers were seen to act with integrity. These employees worked in the public and private sectors across South Africa, and a final sample size of 606 respondents was achieved. The empirical results of the study revealed that management interventions and success factors were seen to promote leader integrity. However, due to high levels of inconsistency in the responses received it was recommended that a clearer link needs to be created in terms of how the success factors and interventions promote leader integrity. The empirical study further revealed that South African leaders were seen to act with integrity, more especially not to engage in acts of extreme negative deviance such as theft or sabotage, but that there was room for improvement as there were employees who reported moderate and low levels of integrity among their managers. Together with the literature review the empirical study contributed towards the development of a model and a framework for the promotion of leader integrity across the HRM value chain. South African leaders have a crucial role to play in promoting not only the moral fibre of the organisations that they represent, but also in contributing positively to moral regeneration at both a national and a global level through effective and integrity-based organisational governance. This is achieved through adopting an integrated, strategic and holistic approach to the promotion of leader integrity as proposed in this study.
- Format
- xvii, 271 leaves
- Format
- Publisher
- Nelson Mandela University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela University
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NMU School of Industrial Psychology and Human Resources
| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | De Villiers, B.pdf | 1 MB | Adobe Acrobat PDF | View Details Download |