Stakeholders' Perceptions of Ethical Leadership: Implications for Organizational Success

Stakeholders’ Perceptions of Ethical Leadership: Implications for Organizational Success by Adejobi S. Odeneye MBA, Kean University, 2008 MA, University of Lagos, 1987 BA, University of Lagos, 1983 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University May, 2017 Abstract Leaders focus on the attainment of personal and organizational goals without consideration for the needs of stakeholders, especially those of followers. Ethical leadership (EL) studies’ focus on leaders’ perspectives represented a research gap that necessitated this study. Followers are the least researched among stakeholders; thus, this study explored EL from their viewpoints. Stakeholder theory, social learning theory, eudaimonia, and utilitarianism were the conceptual frameworks that guided this study. Twenty participants drawn from followers in a public organization in New Jersey were questioned about their experiences and expectations of EL using open-ended interview questions. Participants with shared experiences were selected based on convenience, snowball, and criterion sampling strategies. With the use of the transcendental phenomenological design, the data collected were analyzed with the Stevick–Colaizzi– Keen method and the two-cycle analysis. Knowledge, exemplarity, and democratic decision making were themes of EL that are relevant to followers. Other themes found in this study, including communication, stakeholders’ wellbeing, impartiality, honesty, relationship building, responsibility, and humility, concur with extant literature and suggest consistency in the phenomenon. The potential social change implications of this study are an innovative and cooperative work environment, organizational success, and enhanced corporate social responsibility. Organizations and societies may benefit from the inculcation and development of EL in the family, society, tertiary institutions, and organizations through training, mentoring, and the development of an ethical culture.Leaders focus on the attainment of personal and organizational goals without consideration for the needs of stakeholders, especially those of followers. Ethical leadership (EL) studies’ focus on leaders’ perspectives represented a research gap that necessitated this study. Followers are the least researched among stakeholders; thus, this study explored EL from their viewpoints. Stakeholder theory, social learning theory, eudaimonia, and utilitarianism were the conceptual frameworks that guided this study. Twenty participants drawn from followers in a public organization in New Jersey were questioned about their experiences and expectations of EL using open-ended interview questions. Participants with shared experiences were selected based on convenience, snowball, and criterion sampling strategies. With the use of the transcendental phenomenological design, the data collected were analyzed with the Stevick–Colaizzi– Keen method and the two-cycle analysis. Knowledge, exemplarity, and democratic decision making were themes of EL that are relevant to followers. Other themes found in this study, including communication, stakeholders’ wellbeing, impartiality, honesty, relationship building, responsibility, and humility, concur with extant literature and suggest consistency in the phenomenon. The potential social change implications of this study are an innovative and cooperative work environment, organizational success, and enhanced corporate social responsibility. Organizations and societies may benefit from the inculcation and development of EL in the family, society, tertiary institutions, and organizations through training, mentoring, and the development of an ethical culture. Stakeholders’ Perceptions of Ethical Leadership: Implications for Organizational Success by Adejobi S. Odeneye MBA, Kean University, 2008 MA, University of Lagos, 1987 BA, University of Lagos, 1983 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University May, 2017 Dedication To the King of ages, immortal, and invisible, the only God, be honor and glory forever and ever. Amen (1 Timothy 1:17). Acknowledgements With a heart of gratitude, I acknowledge Almighty God, the Alpha and the Omega, for keeping me alive, providing for my needs, and giving me strength, knowledge, and understanding to make this childhood ambition, of earning a doctoral degree, a reality. I sincerely thank my committee chair, Dr. Stephanie Hoon, my committee member, Dr. Karla Phlypo, the University Research Reviewer, Dr. Janice Spangenburg, and the Program Director, Dr. Freda Turner for their erudite direction and indefatigable support throughout my dissertation process. I must acknowledge my beautiful and brilliant wife, Oluwagbemisola SanyaoluOdeneye, for her loving support, understanding, and encouragement throughout this elongated doctoral journey. I couldn’t have chosen a better partner, and I will always love you. To my lovely daughter, Adedayo; I say thank you for your words of encouragement and the healthy competition you gave me in earning your Master’s degree at the same time with me, even though I started my doctoral program when you started your Bachelor’s degree. I’m so proud of you, my Love. To my wonderful boys, Oluwafemi and Temitope; you guys are my joy and motivation in life. I cannot thank God enough for the miracle of bringing you boys into my life and the love we will share for life. I cease this opportunity to especially thank all my research participants and the leadership of the organization used for this study. Also, I genuinely appreciate the efforts and supports of all those who have contributed directly or indirectly towards the attainment of my doctoral goal. Finally, I thank all ethical leaders in any organization for being the inspiration for this study and counsel them to keep up the good deeds.