1,165
Views
2
CrossRef citations to date
0
Altmetric
Research Article

How unethical leadership shapes teachers’ behaviors and experiences at work

ORCID Icon

References

  • Alazmi, A. A., & Alenezi, A. S. (2020). Exploring the mediating role of trust in principal on the relationship between organizational justice and teacher commitment in Kuwait. International Journal of Leadership in Education, 1–17. https://doi.org/10.1080/13603124.2020.1832705
  • Altinkurt, Y., & Yilmaz, K. (2012). Relationship between school administrators’ organizational power sources and teachers’ organizational citizenship behaviors. Educational Sciences: Theory and Practice, 12(3), 1843–1852.
  • Aryee, S., Budhwar, P. S., & Chen, Z. X. (2002). Trust as a mediator of the relationship between organizational justice and work outcomes: Test of a social exchange model. Journal of Organizational Behavior, 23(3), 267–285. https://doi.org/10.1002/job.138
  • Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. https://doi.org/10.1016/j.leaqua.2005.03.001
  • Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the Vision. Organizational Dynamics, 18(3), 19–31. https://doi.org/10.1016/0090-2616(90)90061-S
  • Berkovich, I., & Eyal, O. (2015). Educational leaders and emotions: An international review of empirical evidence 1992–2012. Review of Educational Research, 85(1), 129–167. https://doi.org/10.3102/0034654314550046
  • Blasé, J., Blasé, J., & Du, F. (2008). The mistreated teacher: A national study. Journal of Educational Administration, 46(3), 263–301. https://doi.org/10.1108/09578230810869257
  • Boyatzis, R. (1998). Transforming qualitative information: Thematic analysis and code development. SAGE Publications.
  • Branch, G. F., Hanushek, E. A., & Rivkin, S. G. (2012). Estimating the effect of leaders on public sector productivity: The case of school principals (No. w17803). National Bureau of Economic Research.
  • Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101. https://doi.org/10.1191/1478088706qp063oa
  • Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20(4), 583–616. https://doi.org/10.5840/beq201020439
  • Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134. https://doi.org/10.1016/j.obhdp.2005.03.002
  • Buluc, B., & Gunes, M. (2014). Relationship between organizational justice and organizational commitment in primary schools. The Anthropologist, 18(1), 145–152. https://doi.org/10.1080/09720073.2014.11891530
  • Burns, W. T., & DiPaola, M. F. (2013). A study of organizational justice, organizational citizenship behavior, and student achievement in high schools. American Secondary Education, 42(1), 4–23.
  • Cemaloglu, N. (2011). Primary principals’ leadership styles, school organizational health and workplace bullying. Journal of Educational Administration, 49(5), 495–512. https://doi.org/10.1108/09578231111159511
  • Cohen, J., McCabe, L., Michelli, N. M., & Pickeral, T. (2009). School climate: Research, policy, practice, and teacher education. Teachers College Record, 111(1), 180–213.
  • Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O., & Ng, K. Y. (2001). Justice at the millennium: A meta-analytic review of 25 years of organizational justice research. Journal of Applied Psychology, 86(3), 425–441. https://doi.org/10.1037/0021-9010.86.3.425
  • Colquitt, J. A., Greenberg, J., & Zapata-Phelan, C. P. (2005). What is organizational justice? A historical overview. In J. Greenberg & J. A. Colquitt (Eds.), Handbook of organizational justice (pp. 3–56). Lawrence Erlbaum Associates Publishers.
  • Conlon, D. E., Meyer, C. J., & Nowakowski, J. M. (2005). How does organizational justice affect performance, withdrawal, and counterproductive behavior? In J. Greenberg & J. Colquitt (Eds.), Handbook of organizational justice (pp. 301–327). Lawrence Erlbaum.
  • Cropanzano, R., & Walumbwa, F. O. (2010). Moral leadership: A short primer on competing perspectives. In M. Schminke (Ed.), Managerial ethics: Managing the psychology of morality (pp. 21–52). Routledge.
  • De Wet, C. (2010). The reasons for and the impact of principal-on-teacher bullying on the victims’ private and professional lives. Teaching and Teacher Education, 26(7), 1450–1459. https://doi.org/10.1016/j.tate.2010.05.005
  • Elma, C. (2013). The predictive value of teachers’ perception of organizational justice on job satisfaction. Eurasian Journal of Educational Research, 51(1), 157–175.
  • Elovainio, M., Linna, A., Virtanen, M., Oksanen, T., Kivimäki, M., Pentti, J., & Vahtera, J. (2013). Perceived organizational justice as a predictor of long-term sickness absence due to diagnosed mental disorders: Results from the prospective longitudinal Finnish Public Sector Study. Social Science and Medicine, 91(1), 39–47. https://doi.org/10.1016/j.socscimed.2013.05.008
  • Eyal, O., Berkovich, I., & Schwartz, T. (2011). Making the right choices: Ethical judgments among educational leaders. Journal of Educational Administration, 49(4), 396–413. https://doi.org/10.1108/09578231111146470
  • Folger, R. (2001). Fairness as deonance. In S. W. Gilliland, D. D. Steiner, & D. P. Skarlicki (Eds.), Research in social issues in management (pp. 3–31). Information Age Publishing.
  • Folger, R. G., & Cropanzano, R. (1998). Organizational justice and human resource management. Sage.
  • Galanaki, E., & Papalexandris, N. (2013). Measuring workplace bullying in organisations. The International Journal of Human Resource Management, 24(11), 2107–2130. https://doi.org/10.1080/09585192.2012.725084
  • Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and Greatness. Paulist Press.
  • Grissom, J. A., Kalogrides, D., & Loeb, S. (2015). Using student test scores to measure principal performance. Educational Evaluation and Policy Analysis, 37(1), 3–28. https://doi.org/10.3102/0162373714523831
  • Grissom, J. A., Loeb, S., & Master, B. (2013). Effective instructional time use for school leaders: Longitudinal evidence from observations of principals. Educational Researcher, 42(8), 433–444. https://doi.org/10.3102/0013189X13510020
  • Hoy, W. K., & Tarter, C. J. (2004). Organizational justice in schools: No justice without trust. International Journal of Educational Management, 18(4), 250–259. http://dx.doi.org/10.1108/0951354041053883
  • Johns, G. (2010). Presenteeism in the workplace: A review and research agenda. Journal of Organizational Behavior, 31(1), 519–542. http://dx.doi.org/10.1002/job.630
  • Keashly, L. (2001). Interpersonal and systemic aspects of emotional abuse at work. Violence and Victims, 16(3), 233–268. https://doi.org/10.1891/0886-6708.16.3.233
  • Kets De Vries, M., & Miller, D. (1997). Narcissism and leadership: An object relations perspective. Human Relations, 38(4), 583–601. https://doi.org/10.1177/001872678503800606
  • Khattak, M. N., Zolin, R., & Muhammad, N. (2020). . The combined effect of perceived organizational injustice and perceived politics on deviant behaviors. International Journal of Conflict Management, 32 (1), 62-87. https://doi.org/10.1108/IJCMA-12-2019-0220
  • Klein, J., & Bentolila, A. (2019). Principals bully teachers at schools: Causes, examples, and consequences. International Journal of Leadership in Education, 22(6), 651–669. https://doi.org/10.1080/13603124.2018.1518540
  • Kruse, S. D. (2020). Hiding in plain sight: Systems thinking and school organization. Journal of Educational Administration, 59(1), 43–58. https://doi.org/10.1108/JEA-01-2020-0011
  • Kvale, S., & Brinkman, S. (2009). Interview quality. In Interviews: Learning the craft of qualitative research interviewing (pp. 161–175). Sage Publications.
  • Leithwood, K., & Jantzi, D. (2000). The effects of transformational leadership on organizational conditions and student engagement with school. Journal of Educational Administration, 38(2), 112–129. https://doi.org/10.1108/09578230010320064
  • Lincoln, Y. S., & Guba, E. G. (1986). But is it rigorous? Trustworthiness and authenticity in naturalistic evaluation. New Directions for Program Evaluation, 1(30), 73–84. https://doi.org/10.1002/ev.1427
  • Liu, S., & Yin, H. (2020). How ethical leadership influences professional learning communities via teacher obligation and participation in decision making: A moderated-mediation analysis. Educational Management Administration & Leadership, 174114322097576. Advance online publication. https://doi.org/10.1177/1741143220975766
  • McCracken, G. (1988). The long interview. Sage.
  • Meisler, G. (2013). Empirical exploration of the relationship between emotional intelligence, perceived organizational justice and turnover intentions. Employee Relations, 35(4), 441–455. https://doi.org/10.1108/ER-05-2012-0041
  • Milley, P. (2017). Maladministration in education: Towards a typology based on public records in Canada. Educational Management Administration & Leadership, 45(3), 466–483. https://doi.org/10.1177/1741143215609937
  • Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? Journal of Applied Psychology, 76(1), 845–855. https://doi.org/10.1037/0021-9010.76.6.845
  • Moorman, R. H., & Byrne, Z. S. (2005). How does organizational justice affect organizational citizenship behavior? In J. Greenberg & J. A. Colquitt (Eds.), Handbook of organizational justice (pp. 355–380). Lawrence Erlbaum.
  • Noddings, N. (2005). Identifying and responding to needs in education. Cambridge Journal of Education, 35(2), 147–159. https://doi.org/10.1080/03057640500146757
  • Normore, A. H., & Brooks, J. (2016). The dark side of leadership: Identifying and overcoming unethical practice in organizations. Emerald Group Publishing.
  • Noy, C. (2008). Sampling knowledge: The hermeneutics of snowball sampling in qualitative Research. International Journal of Social Research Methodology, 11(4), 327–344. https://doi.org/10.1080/13645570701401305
  • Ones, D. S. (2002). Introduction to the special issue on counterproductive behaviors at work. International Journal of Selection and Assessment, 10(1‐2), 1–4. https://doi.org/10.1111/1468-2389.00188
  • Oplatka, I. (2016). “Irresponsible leadership” and unethical practices in schools: Conceptual framework of the ‘dark side’ of educational leadership. In A. Normore & J. Brooks (Eds.), The dark side of leadership: Identifying and overcoming unethical practice in organizations (pp. 1–18). Emerald Group Publishing.
  • Oplatka, I. (2017). Irresponsible leadership and unethical practices in schools: Conceptual framework of the dark side of educational leadership. In A.Normore & J.Brooks (Eds.) The Dark Side of Leadership: Identifying and Overcoming Unethical Practice in Organizations (pp. 1–18). Emerald Group Publishing.
  • Patton, M. Q. (2002). Qualitative education and research methods (3rd ed.). Sage Publications.
  • Riley, D., Duncan, D. J., & Edwards, J. (2011). Staff bullying in Australian schools. Journal of Educational Administration, 49(1), 7–30. https://doi.org/10.1108/09578231111102036
  • Rosenblatt, Z., Shapira-Lishchinsky, O., & Shirom, A. (2010). Absenteeism in Israeli school teachers: An organizational ethics perspective. Human Resource Management Review, 20(3), 247–259. https://doi.org/10.1016/j.hrmr.2009.08.006
  • Rubin, H. J., & Rubin, I. (2005). Qualitative interviewing: The art of hearing data (2nd ed.). Sage.
  • Rupp, D. E., Shao, R., Jones, K. S., & Liao, H. (2014). The utility of a multifoci approach to the study of organizational justice: A meta-analytic investigation into the consideration of normative rules, moral accountability, bandwidth-fidelity, and social exchange. Organizational Behavior and Human Decision Processes, 123(2), 159–185. https://doi.org/10.1016/j.obhdp.2013.10.011
  • Sagnak, M. (2010). The relationship between transformational school leadership and ethical Climate. Educational Sciences: Theory and Practice, 10(2), 1135–1152.
  • Saldaña, J. (2014). Thinking qualitatively: Methods of the mind. SAGE Publications.
  • Sam, C. H. (2020). What are the practices of unethical leaders? Exploring how teachers experience the “dark side” of administrative leadership. Educational Management Administration & Leadership (pp. 1–18). Advance online publicationhttps://doi.org/10.1177/1741143219898480
  • Samier, E. (2008). The problem of passive evil in educational administration: Moral implications of doing nothing. International Studies in Educational Administration, 36(1), 2–21.
  • Sergiovanni, T. J. (1992). Moral leadership: Getting to the heart of school improvement. Jossey-Bass.
  • Shapira-Lishchinsky, O. (2012). Teachers’ withdrawal behaviors: Integrating theory and findings. Journal of Educational Administration, 50(3), 307–326. https://doi.org/10.1108/09578231211223329
  • Shapira-Lishchinsky, O. (2013). An ethical approach to teachers’ dysfunctional behaviours: Voluntary lateness and voluntary absence. Educational Practice and Theory, 35(2), 63–84. https://doi.org/10.7459/ept/35.2.05
  • Shapira-Lishchinsky, O. (2018). International aspects of organizational ethics in educational system. Emerald Publishing.
  • Shapira-Lishchinsky, O., & Rosenblatt, Z. (2009). Perceptions of organizational ethics as predictors of work absence: A test of alternative absence measures. Journal of Business Ethics, 88(4), 717–734. https://doi.org/10.1007/s10551-008-9977-8
  • Shapira-Lishchinsky, O., & Rosenblatt, Z. (2010). School ethical climate and teachers’ voluntary absence. Journal of Educational Administration, 48(2), 164–181. https://doi.org/10.1108/09578231011027833
  • Shapira-Lishchinsky, O., & Tsemach, S. (2014). Psychological empowerment as a mediator between teachers’ perceptions of authentic leadership and their withdrawal and citizenship behaviors. Educational Administration Quarterly, 50(4), 675–712. https://doi.org/10.1177/0013161X13513898
  • Shapiro, J. P., & Stefkovich, J. A. (2016). Ethical leadership and decision making in education: Applying theoretical perspectives to complex dilemmas. Routledge.
  • Shenton, A. K. (2004). Strategies for ensuring trustworthiness in qualitative research projects. Education for information,22(2), 63–75. https://doi.org/10.3233/EFI-2004-22201
  • Shields, C. M. (2010). Transformative leadership: Working for equity in diverse contexts. Educational Administration Quarterly, 46(4), 558–589. https://doi.org/10.1177/0013161X10375609
  • Smylie, M. A., & Mayrowetz, D. (2009). Footnotes to teacher leadership. In L. J. Saha, A. G. Dworkin (Eds.), International handbook of research on teachers and teaching (pp. 277–289). Springer.
  • Starratt, R. J. (2004). Ethical leadership. Jossey-Bass.
  • Symth, J. (2018). A critical theory analysis of the production of toxic and zombie leadership in the context of neoliberalism. In E. A.Samier & P.Milley (Eds.) International Perspectives on Maladministration in Education (pp.36–50). Routledge.
  • Tan, C. (2014). Organizational justice as a predictor of organizational silence. Educational Research and Reviews, 9(21), 1190–1202.
  • Tenuto, P. L., & Gardiner, M. E. (2018). Interactive dimensions for leadership: An integrative literature review and model to promote ethical leadership praxis in a global society. International Journal of Leadership in Education, 21(5), 593–607. https://doi.org/10.1080/13603124.2017.1321783
  • Tepper, B. J. (2007). Abusive supervision in work organizations: Review, synthesis, and research agenda. Journal of Management, 33(3), 261–289. https://doi.org/10.1177/0149206307300812
  • Treviño, L. K., & Brown, M. E. (2005). The role of leaders in influencing unethical behavior in the workplace. In K. Kidwell & C. L. Martin (Eds.), Managing organizational deviance (pp. 69–87). Sage Publications.
  • Waite, D. (2014). Imperial hubris: The dark heart of leadership. Journal of School Leadership, 24(6), 1202–1232.
  • Waite, D., & Swisher, J. (2018). Administrators behaving (and being treated) badly under neoliberal global conditions: Playing players played. In E. Samier & P. Milley (Eds.), International perspectives on maladministration in education: Theories, research and critiques (pp. 184–199). Routledge.
  • Wang, Y. (2019). Pulling at your heartstrings: Examining four leadership approaches from the neuroscience perspective. Educational Administration Quarterly, 55(2), 328–359. https://doi.org/10.1177/0013161X18799471
  • Watt, S., Javidi, M., & Normore, A. (2016). Increasing darkness: Combining toxic leadership and volatility, uncertainty, complexity and ambiguity (VUCA). In A. Normore & J. Brooks (Eds.), The dark side of leadership: Identifying and overcoming unethical practice in organizations (pp. 195–206). Emerald Group Publishing.
  • Wengraf, T. (2001). Qualitative research interviewing: Biographic narrative and semi-structured methods. SAGE Publications.
  • Whiteside, D. B., & Barclay, L. J. (2013). Echoes of silence: Employee silence as a mediator between overall justice and employee outcomes. Journal of Business Ethics, 116(2), 251–266. https://doi.org/10.1007/s10551-012-1467-3
  • Yilmaz, K. (2010). Secondary public school teachers’ perceptions about organizational justice. Educational Sciences: Theory and Practice, 10(1), 603–616.
  • Yılmaz, K., & Taşdan, M. (2009). Organizational citizenship and organizational justice in Turkish primary schools. Journal of Educational Administration, 47(1), 108–126. https://doi.org/10.1108/09578230910928106

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.