This book chapter examines the ethical leadership of
managers in organisations in Jubail City, Saudi Arabia. The need for ethical
leadership in organization steam from many scandals both in the public and
corporate sectors, which have created an interest in studying ethical
leadership in organisations. Furthermore, in an increasingly complex and
interconnected world, the role of managers in Jubail, Saudi Arabia, extends
beyond traditional operational oversight to encompass the ethical dimensions of
leadership. "Ethical Leadership of Managers" delves into the crucial
intersection of management practices and ethical decision-making, offering a
comprehensive examination of how ethical leadership can shape organisational
culture, influence employee behaviour, and drive sustainable success. This
insightful volume draws on interdisciplinary research, blending theories from
management, psychology, and philosophy to provide a robust framework for
understanding ethical leadership in contemporary organisations. Through
real-world case studies and empirical evidence, the book illustrates the profound
impact that ethical leaders can have in fostering an environment of trust,
accountability, and inclusivity. The result show that most managers in various
organizations in Saudi Arabia agree that ethical issues such as communicating
clear ethical standards for members, being honest can be trusted to tell the
truth, insisting on doing what is fair and ethical even if it is difficult,
acknowledging mistakes and accepting responsibility for them, and regard
honesty and integrity as important personal values were things on which they
agreed completely. Most of the managers were in disagreement with issues
related to holding members accountable for using ethical practice in their work
and putting the needs of others above their own self-interest, being fair and
objective when evaluating member performance and providing rewards, and finally
setting out an example of dedication and self-sacrifice for the organisation.
The highest disagreement in percentage 20% disagree that they hold members
accountable for using ethical practice in their work and seconded by 23.34%
disagreement of managers in putting the needs of others above their own
self-interest, 6.66% disagree on being fair and objective when evaluating
member performance and providing rewards, 6.64% disagrees on setting out an
example of dedication and self-sacrifice for the organization.
Readers of this book chapter will explore key themes such as
the role of ethical leadership in crisis management, the implications of
ethical decision-making for stakeholder engagement, and the necessity of
cultivating an ethical organisational climate. Furthermore, the book presents
practical strategies and actionable insights for current and aspiring managers,
equipping them with the tools to navigate ethical dilemmas and promote ethical
standards within their teams. By emphasising the importance of self-awareness,
moral reasoning, and effective communication, "Ethical Leadership of
Managers" serves as an essential guide for those seeking to lead with
integrity in their organisations. Ultimately, this book advocates for a
transformative approach to leadership—one that prioritises ethical
considerations as fundamental to achieving long-term organisational success and
societal benefit, reaffirming the vital role of managers as ethical stewards in
the workplace.
Author(s) Details
Asan Vernyuy Wirba
Department of Business Administration, Jubail Industrial
College (JIC), The Royal Commission for Jubail and Yanbu, KSA.
Please see the book here :- https://doi.org/10.9734/bpi/ebmra/v1/1706
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