Transformational Leadership And Ethical Decision Making


The profound quality of transformational administration has been strongly addressed, for over 10 years. This paper contends that to be transformational, leaderships must be grounded in moral establishments. The four segments of true transformational administration (romanticized impact, helpful inspiration, scholarly incitement, and individualized thought) are appeared differently in relation to their fakes in disguising pseudo-transformational initiative based on (1) the ethical character of the pioneers and their anxieties for self as well as other people; (2) the moral qualities inserted in the pioneers' vision, enunciation, and program, which devotees can grasp or reject; and (3) the profound quality of the procedures of social moral decisions and activity in which the pioneers and supporters draw in and on the whole seek after. The writing on transformational initiative is connected to the long-standing writing on prudence and good character, as exemplified by Stages of Moral Development, Kohlberg’s Theory and An Individual-Situation Interaction, Trevino Model of Decision Making in Organizations. The model consolidates singular factors and circumstance factors to clarify and anticipate the moral basic leadership practices of individual in association. A noteworthy segment of the model depends on Kohlberg's subjective good advancement instruments and hypothesis base to direct future research.

Keywords: “Ethics”“Leadership”“Transformational Leadership”“Ethical Decision Making”


The subject of qualities on moral basic leadership has turned into a vital thing of open deliberation in numerous fields, especially in the field of authority. Woodward and Funk, (2010) hypothesized that, “leaders lead from their qualities and convictions”, yet we are encountering an administration emergency since self-intrigue inspires numerous leaders. The basic role of this article is to analyse the current writing with respect to the part of moral basic leadership in transformational administration. Optionally, the paper separates different segments of the transformational initiatives in authority writing and applies it to government area association regarding moral basic leadership. The central recommendation of the article is that transformational administrations and moral basic leadership depended on Kohlberg's psychological improvement devices and Trevino Theory of Decision Making in associations. A comprehension of moral basic leadership in association was essential in government division association. Moral issues were available in indeterminate conditions where numerous partners, intrigue and qualities are in strife and laws are vague. In this sort of circumstance, leaders assume a significance parts to decide the best choice they could made when confronting an issue.

Problem Statement

Public sector organizations requiring civil servants to be more skills in organizational administration however ethical values ​​and ethical behaviour have been ignored (Kellerman, 2004; Strobel, Tumasjan, & Welpe, 2015). Siddiquee, (2006) pointed out that values ​​that should be prioritized by civil servants in public sector organizations are professional values. Civil servants have a responsibility to carry out all the decisions made as well as the policies of the governmental organization in accordance with ethical (Stewart & Sprinthall, 1991). Therefore, cognitive ethical reasoning is important for the ability to understand accepted and used standards for ethical and unbiased decisions (Avolio & Bass, 2002).  According to Siddiquee (2006) the level of professionalism among civil servants in Malaysia continues to decline; such issues arise from the weaknesses of the superior's leadership in the failure to guide and control the internal organization itself (Ahmad Sarji, 1996; Ho, 1999). Previous studies f ound variation of relationship between leadership style of transformation and the cognitive ethics reasoning (Banerji & Krishnan, 2000; Fitch, 2009; Ah-Kion & Bhowon, 2017). Hence, such leadership style coincides with a leadership style of transformation that holds high ethical values ​​and seeks to influence personal values ​​and cognitive ethics of subordinates.  In addition, the leadership style of transformation motivates followers and emphasizes relationships with their followers where it raises the level of human behaviour and ethical aspirations of both sides (Burns, 1978). 

Literature Review

However, empirical inquire about tends to help the view that transformational administration, at any rate as conceptualized and estimated by (Bass & Avolio, 2000) by means of the Multi-Factor Questionnaires (Bass & Avolio, 2000), describes a leaders with a moral introduction. For instance, Geeta, Pooja, & Mishra, (2016) found that subordinates see leaders with higher good thinking to be more transformational. Further, transformational administration has been observed to be emphatically identified with seen leader respectability (Evans, Heller Levitt, & Henning, 2012). Transformational administration and moral basic leadership was cover in their attention on individual attributes. Moral and transformational pioneers think about others, act reliably with their ethical standards in example honesty, think about the moral results of their choices, and are moral good examples for others. Then again, hypothesis and research recommend that moral basic leadership and transformational initiative are likewise unmistakable develops (Hulley, Cummings, Browner, Grady, & Newman, 2013). Moral administration has been observed to be fundamentally corresponded with the glorified impact measurement of transformational authority (the measurement that has express moral substance) (Arifin & Ahmad, 2017). This is likely claiming the ethical administration part of moral initiative is more predictable with what we frequently consider as a value-based style than a transformational authority style. For instance, moral pioneers endeavour to impact supporters' moral direct by expressly setting moral norms and considering devotees' responsible to those principles by the utilization of prizes and teach. In this way, moral administration as characterized here incorporates a value-based impact process that recognizes it from transformational authority. What's more, the moral authority build does exclude references to visionary or mentally fortifying administration, terms that are reliable with the transformational/charming initiative style.

Leadership Style

Four Component of Transformational Leaderships

Idealized Influence

Transformational leaderships become appropriate examples and display an attractive identity that impacts others. Admired leaders impact can be most communicated through a transformational leaders’ readiness to take after a centre arrangement of characteristics, feelings and ethical requirements within the movements he makes. It is through this concept of romanticized impact that the chief assembles believe along with his supporters and the adherents, for this reason, create trust of their leader. The degree to which the leader behaves in admirable ways and presentations convictions and takes stands that cause followers to become aware of with the leader who has a clear set of values and acts as a function model for the followers.

Inspirational Motivation

Transferring suggestion alludes to the leader's ability to evoke actuality, notion and a sense of purpose in his adherents. The transformational leader must expressive an unmistakable imaginative and prescient for the future, impart goals of the gathering and show off an assure to the targets that have been laid out. It also confirmed the degree to which the leader articulates a vision that is appeals to and inspires the followers with optimism approximately destiny dreams and offers meaning for the present-day duties in hand. This part of transformational management requires exquisite relational talents because the chief need to bypass on his messages with exactness, manage and a sense of expert. Other imperative practices of the leader comprise his proceeded with hopefulness, excitement and capability to carry up the advantageous.

Intellectual Stimulation

Transformational initiative qualities creativeness and independence the various leader devotees. The leader underpins his devotees by means of inclusive of them inside the simple leadership technique and animating their endeavours to be as creative and imaginative as workable to apprehend arrangements. This is also confirmed the degree to which the leader challenges assumptions, stimulates and encourages creativity within the followers through providing a framework for followers to look how they connect with the leader, the organization, each different, and the purpose. The leader can creatively conquer any boundaries in the manner of the challenge to this cease, the transformational leader demanding situations suppositions and requests thoughts from devotees without scrutinizing. The leader should assist alternate way adherents recollect and description troubles and hindrances. The vision the leader passes on permits supporters to peer the grasp plan and prevail of their endeavours.

Individualized Consideration

Every adherent or gathering element has specific wants and needs. For example, a few are persuaded with the aid of cash even as others through trade and fervours. The individualized concept component of transformational authority perceives these requirements. The leader should have the potential to perceive or determine via listening in or perception what persuades all people. the degree to which the chief attends to each character follower's desires and acts as a mentor or train and gives admire to and appreciation of the character's contribution to the group. This fulfils and enhances every character group contributor’s need for self-achievement and in so doing conjures up followers to similarly fulfilment and increase. Through via one-on-one instructing and training, the transformational leader offers possibilities to wreaked instructional meetings for every colleague. Those sporting activities permit colleagues to increase and grow to be happy in their positions.

Police Leaderships

In principle the refinement between "chief/administration" and "pioneer/initiative" is by and large characterized as overseeing seems to be "what" a leader does, and driving is "the means by which" they do it (Gottschalk & Glomseth, 2012) . In a comparative vein, (Harry, 2006) characterize authority as " the capacity to impact individuals towards the fulfilment of hierarchical objectives". Nonetheless, "affecting individuals" (administration) can include both "what" a supervisor does and "how" the trough does it. Henceforth, practically speaking this definitional limit is more obscured in all actuality. Along these lines, we utilize the terms administrator/leader exchangeable all through this article. At one point in time, a police administrator may see one part as more critical than other positions of authority. However, the chief may spend the majority of his or her chance on less imperative parts, and the director may see himself or herself as more met all requirements for a few parts than different parts. (Mintzberg, 1994) found that it is a quirk of the administration writing that the best-known authors all appear to underscore one specific piece of the chief's business to the rejection of the others. Be that as it may, together parts cover every one of the parts, yet even those may not depict the entire assignment of overseeing. Cases of influential positions incorporate work force pioneer, asset allocator, representative business person, contact, and screen. In this way, initiative of police divisions, huge and little, comprises of a few parallel administration parts. Sewell, (2008) found that the absolute most critical lessons learned in police administration are that charge harms, change is hard to execute and regularly not wanted, legislative issues are all over the place, and the police boss is an open figure. Schafer, (2009) contends that powerful authority in policing is the way toward setting an appropriate case for different officers by demonstrating to police in a way that is reasonable, benefit situated, proficient, and inside the models and desires of the group. Hence, powerful authority includes an arrangement of activities and activities to better the office and the group it serves while likewise ensuring the welfare, prosperity, and interests of representatives and the residents they secure. (Mostovicz, Kakabadse, & Kakabadse, 2009) contend for a meaning of initiative as the capacity to act really as per one's perspective, either Theta or Lambda. Administration qualities of Theta versus Lambda perspectives incorporate inspiration, conduct, objective, and advantage. Besides, a qualification is frequently made between transformational authority and value-based administration (Grys, 2011; Keskes, 2014; Nanjundeswaras & Swamy, 2014; October & Cornwall, 2016).

Essential Values in Leaderships

The individual estimations of leaders wind up coordinated into individual esteem frameworks, which characterize the character of people. Different analysts contend that specific qualities are fundamental to the esteem frameworks of good pioneers. These fundamentally incorporate genuineness and uprightness, yet in addition envelop other critical qualities, for example, worry for others, decency, and equity. Genuineness and uprightness. Trustworthiness is the most appreciated normal for pioneers, trailed by their forward-looking nature, capacity to motivate, and skill (Kouzes & Posner, 1993). What's more, official honesty is ``one of the key life-managing properties engaged with the social idea of authoritative presence''. keeps up that genuineness and honesty shape the ethical establishment of viable authority through the four key estimations of: truth telling; guarantee keeping; decency; and regard for the individual. Thus, Bass, (1990) depicted five basic personals estimations of authority: administration to others; lowliness; uprightness; genuineness; and diligent work. Besides, equity, individual limitation, worry for the benefit of all, and mettle may likewise be basic initiative qualities.

Values in Leaderships and Decision Making

Basically, values fill in as plans or establishments for deciding, tackling issues, and settling clashes (Kouzes & Posner, 1993). Administrators' qualities: restrict their field of vision; influence their observation; impact their understanding of data; and reflect in their decisions. Likewise, values influence basic leadership at the individual level, and at the authoritative level. The qualities culture of an association can influence the measure of hazard that chiefs will attempt. Bass, (1990) showed that basic leadership which incorporates a few people includes expanded unpredictability. In these circumstances, he stipulated that ``beliefs are critical'' and ``trust and faithfulness are both esteemed and rare''. Associations that are creating open administration styles have centre qualities that guide basic leadership.

Ethical Decision Making

Given unmistakable moral embarrassments in for all intents and functions every type of affiliation, the significance of a ethical dimension of initiative appears manifestly evident. Be that as it may, preserving in thoughts the end purpose to recognize this management surprise and its institutions with predecessors and results, we need to first understand what "it" is. Rationalists have addressed the inquiry "what is ethical authority" from a standardizing point of view, indicating how moral leaders "should" to carry on. by means of differentiate, our social logical manner to address the theme is focused more around portraying ethical administration and additionally spotting its precursors and outcomes. Eyewitnesses have on the grounds that quite some time ago trusted that man or woman features, for instance, respectability would be important to effect of authority viability and research has borne that out. what's extra, subjective confide in the activity of care in paintings, being talented, truthful (McAllister, 1995) has been associated with compelling sorts of initiative too (Dirks & Ferrin, 2002). Increasing on this work, Treviño, Brown, and Hartman, (2003) led exploratory research meant to realize what the time period moral initiative intends to proximate spectators of administrators. Through organized conferences with twenty senior administrators and twenty morals/consistence officials in an assortment of groups, the specialists got a few records approximately a ethical leader with whom they were common, and to reply extensive inquiries concerning the qualities, practices, and intentions of that leader.

Kohlberg’s Cognitive Moral Development Theory

As indicated by Conger, (1999), most hypothesis and exact examinations on alluring and transformational authority have been directed in the zone of pioneer practices and their belongings. with the mass having been done by three gatherings of specialists (Bass & Avolio, 1994; Conger & Kanungo, 1994; Shamir, House, & Arthur, 1993). The hypothetical viewpoints held by these gatherings show up basically to have in like manner the accompanying components: (an) affecting supporters by setting up a dream for a superior future, (b) rousing adherents rather than controlling them, (c) showing others how it’s done through part displaying, (d) adding to subordinates' scholarly incitement, (e) upgrading importance of objectives and practices, (0 satisfying devotees' self-completion needs, (8) engaging adherents through characteristic inspiration, (h) showing trust in subordinates' capacity to accomplish more elevated amounts of accomplishment, and (I) improving aggregate personality (Conger, 1999). Express in the transformational position of authority is, in this way, the transformational impact process, where the pioneer attempt's to fortify change in subordinates' states of mind and qualities through methodologies of strengthening, in this manner expanding their self-viability convictions and encouraging the disguise of the pioneer's vision (Conger & Kanungo, 1994). Be that as it may, not all attributes of appealing/transformational pioneers impact supporters. In specific cases, this kind of pioneer has made cataclysmic outcomes for the two subordinates and the association. (Conger, Kanungo, Menon, & Mathur, 1997) depict alluring pioneers as having a tendency to be exceedingly fit for rolling out improvements however less capable concerning sound administration aptitudes, and now and then assailed by genuine character absconds. House & Howell, (1992) separate customized alluring pioneers portrayed as acting naturally magnifying, no populist, and exploitative-from mingled appealing pioneers depicted as by and large situated, libertarian, and no exploitative. While the two sorts of appealing pioneer tend to have a high requirement for control, customized charming pioneers for the most part score higher on Machiavellianism, narcissism, dictatorship, and have an inclination for low adequacy desires, low fearlessness, and an outside locus of control. As might be noted over, the different initiative styles contrast as far as the procedures by which pioneers impact adherents. It is the moral ramifications of these distinctions in process that have all the earmarks of being considered by specialists when examining moral initiative. It will be seen, in any case, in ensuing segments; that this point of view might be risky.

Ethical Role Modelling

Social learning hypothesis can help us to comprehend why a few pioneers will probably be moral pioneers. Adherents are by all account not the only ones who gain from models. Pioneers gain from models as well. By watching a moral good example's conduct and the results of their conduct, pioneers should come to relate to the model, disguise the model's qualities and demeanours and imitate the displayed conduct (Bandura, 1986). Subsequently, having had a moral good example in one's profession is probably going to add to the advancement of moral administration. Treviño, Hartman, and Brown, (2000) interviewees said that having a moral good example was an imperative predecessor of moral administration. With a specific end goal to better comprehend moral part demonstrating (Weaver, Treviño, & Agle, 2005) talked with people who had been impacted by a moral good example at work. Attributes, for example, mindful, trustworthiness, reasonableness and practices, for example, setting high moral gauges and considering others responsible were like those beforehand connected with moral initiative. Strangely, the greater part of the moral good examples distinguished in Weaver and associates' exploration were people with whom sources had worked nearly and oftentimes, not far off administrators. Weaver and associates called moral part displaying a "next to each other wonder" in light of the fact that "moral good examples are outstanding by their day by day direct and collaborations “the way they act and the way they treat other individuals" (Treviño, Weaver, & Reynolds, 2006). Given the significance frequently ascribed to early good advancement and the impact of senior authority to make the tone at the highest point of associations, (Brown and Trevino, 2006) explored the impact of three conceivable sorts of good examples on the improvement of moral initiatively. The aftereffects of their field consider showed that having had a moral tutor in one's profession was emphatically identified with moral administration. This is reliable with the past discoveries by (Treviño et al., 2006) and it bodes well from a social learning point of view on the grounds that early youth moral good examples would not really have displayed conduct important to initiative in the work environment. Along these lines, we anticipate that having a proximate, morally positive good example amid one's vocation makes it more probable that an individual will turn into a moral pioneer.

Ethical in Organization

A greater extensive and distal effect on moral organization is the association's ethical setting (Trevino, Butterfield, & McCabe, 1998) or establishment (Tenbrunsel, Smith-Crowe, & Umphress, 2003). No matter the manner that there are numerous methods to address consider the ethical setting of an affiliation, most of the observational studies round there has centred on what is usually recommended as excellent surroundings (Victor & Cullen, 1988) or ethical culture (Treviño, 1990), each of which imply developments of the association that do or don't support ethics associated perspectives and practices (Trevino et al., 1998). Ethical air has been described as "the all-encompassing perspective of ordinary numerous levelled practices and techniques that have ethical substance" or "those elements of labour surroundings that make sense of what constitutes moral lead at work" (Victor & Cullen, 1988). (Victor, & Cullen, 1987; Victor & Cullen, 1988) proposed nine sorts of right climate in perspective of three philosophical techniques (fashionable, unselfishness, and vanity) and 3 ranges of exam (solitary, adjoining, cosmopolitan). They hypothesized that every environment composes become linked with specific institutionalizing wishes. subsequent studies have located help for a couple, yet not all, of the surroundings estimations and their relationship with comes approximately. as an example, Treviño and Nelson, (2011) observed an affiliation between marketers' angle of a type desirable weather and legitimate obligation. Different research has exhibited that moral climate estimations can firmly have an effect on boss' ethical essential initiative points (Gottschalk & Glomseth, 2012) and that moral surroundings estimations are antagonistically related to potential to lie (Craft, 2013). Trevino, (1986) proposed ethical subculture as a subset or cut of the association's preferred culture that may coordinate the affiliation among a man's moral reasoning degree and excellent/exploitative direct. She fought that individuals at greater hoisted measures of right reasoning (principled people) should be less susceptible to influences from the various levelled way of life. (Trevino & Nelson, 2011) later portrayed top way of life with respect to the formal and easy-going behavioural control structures (e.g., business enterprise, expert structures, remunerate structures, codes and methodologies, vital initiative systems, ethical benchmarks, peer direct, et cetera.) which can improve both moral or conniving behaviour in an association. Trevino et al., (1998) observed that ethical air and subculture estimations were usually associated and further inspired delegates' diverse levelled obligation. In any case, they located complexities as to direct. as an instance, in valid settings with an ethics code, a way of life-primarily based estimation that they named trendy correct circumstance (checking hobby, repay systems, and code enhance for moral direct) had the greatest bad effect on corrupt lead. In non-code settings, a climate targeted on self-hobby was most solidly related to corrupt lead. essentially, (Trevino et al., 1999) discovered that social factors (company and reward systems that assistance moral lead, sensible treatment of delegates, ethics merged in grade by grade numerous levelled essential initiative, and an attention on experts) all additional to advantageous ethics associated mindsets and practices. Research has since pretty a while again prescribed that ethical lead is influenced by way of numerous levelled prizes and trains (Ashkanasy, Windsor, & Treviño, 2006; Trevino, 1986; Trevino & Youngblood, 1990). The folks that are sturdy precise pioneers will presumably leave the connection in attitude of dissident with the affiliation's environment and way of life.

Research Questions

This research will examine the related issues with the transformation leadership effect on ethical decision making.

Purpose of the Study

The main goal of this research is to implement a leadership style of transformation that will enable an organization to produce quality of service as well as to increase individual outcomes in the organization, such as ethical decision making. Hence, this research is to investigate further the relationship between individual perceptions of transformational leadership and the desire for individuals (ie, ethical decision making).

Research Methods

This study aims to examine variables which will assist to use for future study. The topic is the transformation leadership that need to be practiced, ethical role modelling, ethical in organizational and ethical decision-making factor in an organization. The researcher should search out the topic with keywords include "transformational leadership", "authentic leadership", police leadership, leadership and decision making, ethical role modelling "the ethical decision-making" and "ethical in organization" through Google Scholar, JSTOR, Digital Library and Emerald Insight. As result of these searches, only 42 values have been selected as true and right about variables.


From our readings through relevant articles in this study, it is found leadership transformation can influence the ethical decision making that will be determined by someone in the organization. This is because each decision will involve several processes in small units and will lead to the highest to produce a set of guidelines for certain problems that come in management, procedures and so on. This process should refer to the types and stages to produce ethical and fair decisions for all parties. In addition, the commitment to working within the organization is crucial to produce more ethical decisions than the ability to identify the type of work and scope in the unit and the needs of employees.


This article discussing by reviewing the pertinent social logical writing bearing on transformational administrational and moral fundamental management. Researcher diagnosed similitudes and contrasts between transformational authority and ethical basic leadership. Then, investigated the predecessors and consequences of transformational management and moral basic leadership. no matter the truth that transformational authority has been a worry for ages, the thorough speculation based totally social logical investigation of transformational initiative is typically new. Regardless of its originality, transformational initiative is a subject that has terrific ability for scholastic analysts. prominent disappointments in transformational authority have produced enormous enthusiasm for the point. Associations need to recognize a way to select, create and preserve ethical leaders, authorities’ association need to recognize how satisfactory to instruct their officer to land up terrific leaders. Overdue build and measure advancement implies that authority researchers can hastily begin to make transformational initiative a piece in their exploration motivation. From an ethical outlook, scholastic experts have the chance to direct research that can decorate the moral execution of pioneers. Even more sober-minded administration researchers have dependably been related to explore that plans to feature to successful initiative. Since transformational initiative and ethical basic management are connected, the subject of transformational authority need to speak to researchers with different inspirations and pursuits. From our readings through relevant articles in this study, it is found leadership transformation can influence the ethical decision making that will be determined by someone in the organization. This is because each decision will involve several processes in small units and will lead to the highest to produce a set of guidelines for certain problems that come in management, procedures and so on. This process should refer to the types and stages to produce ethical and fair decisions for all parties. In addition, the commitment to working within the organization is crucial to produce more ethical decisions than the ability to identify the type of work and scope in the unit and the needs of employees.


  1. Arifin, M. A. M., & Ahmad, A. H. (2017). Kepentingan budaya integriti dan etika kerja dalam organisasi di Malaysia: Suatu tinjauan umum. Geografia-Malaysian Journal of Society and Space, 12(9).
  2. Ah-Kion, J. & Bhowon, U. (2017). Leadership and Ethical Decision Making among Mauritian Managers.
  3. EJBO Electronic Journal of Business Ethics and Organization Studies, 22(1), 28–39.
  4. Ashkanasy, N. M., Windsor, C. a, & Treviño, L. K. (2006). Bad Apples in Bad Barrels Revisited: Cognitive Moral Development, Just World Beliefs, Rewards, and Ethical Decision-Making. Business Ethics Quarterly, 16(4), 449–473.
  5. Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Englewood Cliffs. New Jersey: Prentice Hall.
  6. Banerji, P., & Krishnan, V. R. (2000). Ethical preferences of transformational leaders: an empirical investigation. Leadership & Organization Development Journal, 21(8), 405–413.
  7. Bass, B.M., & Avolio, B. J. (2000). MLQ: Multifactor leadership questionnaire. Redwood: Mind Garden.
  8. Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19–31.
  9. Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications.
  10. Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17(6), 595–616.
  11. Conger, J. A. (1999). Charismatic and transformational leadership in organizations. The Leadership Quarterly, 10(2), 145–179.
  12. Conger, J. A., & Kanungo, R. N. (1994). Charismatic leadership in organizations: Perceived behavioral attributes and their measurement. Journal of Organizational Behavior, 15(5), 439–452.
  13. Conger, J. A., Kanungo, R. N., Menon, S. T., & Mathur, P. (1997). Measuring Charisma: Dimensionaiity and Validity of the Conger-Kanungo Scale of Charismatic Leadership. Canadian Journal of Administrative Sciences, 14(3), 290–302.
  14. Craft, J. L. (2013). A Review of the Empirical Ethical Decision-Making Literature: 2004-2011. Journal of Business Ethics, 117(2), 221–259.
  15. Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611–628.
  16. Ethical decision making in organizations A person-situation interactionist model. (n.d.).
  17. Evans, A. M., Heller Levitt, D., & Henning, S. (2012). The Application of Ethical Decision-Making and Self-Awareness in the Counselor Education Classroom. Journal of Counselor Preparation and Supervision, 4(2), 41–52.
  18. Fitch, W. (2009). A Study of Relationships Between Ethical Decision Making , Leadership Styles , and Demographics in Pennsylvania Superintendents. Doct.
  19. Geeta, M., Pooja, J., & Mishra, P. (2016). Ethical Behaviour in Organizations: A Literature Review. Quest Journals Journal of Research in Business and Management, 4(1), 1–6.
  20. Gottschalk, P., & Glomseth, R. (2012). Attitudes of police managers to different leadership roles in their jobs: An empirical study in Norway. Journal of Leadership Studies, 6(1), 23–29.
  21. Grys, J. W. (2011). Implicit Leadership Theory and Bass and Riggio’ s (2006) Transformational Leadership Model as a Means of Leader-Renewal at the Napa Community Seventh-day Adventist Church. Andrews University.
  22. Harry, M. P. (2006). The Police As Community Leaders. Criminology. Criminology & Public Policy, 6(4), 48–57.
  23. House, R. J., & Howell, J. M. (1992). Personality and charismatic leadership. The Leadership Quarterly, 3(2), 81–108.
  24. Hulley, S. B., Cummings, S. R., Browner, W. S., Grady, D. G., & Newman, T. B. (2013). Designing clinical research : an epidemiologic approach. (4th ed., Vol. 6). PA: Lippincott Williams & Wilkins. Optometry Vision Science.
  25. Kellerman, B. (2004). Bad leadership: What it is, Why it happens, Why it matters. Bostan Massachustts: Harvard Business Press.
  26. Keskes, I. (2014). Relationship between leadership styles and dimensions of employee organizational commitment: A critical review and discussion of future directions. Intangible Capital, 10(1).
  27. Kouzes, J. M., & Posner, B. Z. (1993). Credibility: How leaders gain and lose it and why people demand it. San Francisco: Jossey-Bass.rd.
  28. McAllister, M. (1995). The nurse as tour guide: a metaphor for debriefing students in mental health nursing. Issues in Mental Health Nursing, 16(5), 395–405.
  29. Mintzberg, H. (1994). The Fall and Rise of Strategic Planning. Harvard Business Review, 72.
  30. Mostovicz, I., Kakabadse, N., & Kakabadse, A. (2009). CSR: the role of leadership in driving ethical outcomes. Corporate Governance: The International Journal of Business in Society, 9(4), 448–460.
  31. Nanjundeswaras, T. S., & Swamy, D. R. (2014). Leadership Styles. Advances in Management, 7(2), 57–63.
  32. October, T. P. B., & Cornwall, N. Y. (2016). Transformational leadership : A great place to begin.
  33. Schafer, J. A. (2009). Developing effective leadership in policing: perils, pitfalls, and paths forward. Policing: An International Journal of Police Strategies & Management, 32(2), 238–260.
  34. Sewell, G. (2008). The fox and the hedgehog go to work: A natural history of workplace collusion. Management Communication Quarterly, 21(3), 344–363.
  35. Shamir, B., House, R. J., & Arthur, M. B. (1993). The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory. Organization Science, 4(4), 577–594.
  36. Strobel, M., Tumasjan, A., & Welpe, I. M. (2015). Do Business Ethics Pay Off? The Influence of Ethical Leadership on Organizational Attractiveness. Journal of Psychology, 218(4), 213–224.
  37. Tenbrunsel, A. E., Smith-Crowe, K., & Umphress, E. E. (2003). Building houses on rocks: The role of the ethical infrastructure in organizations. Social Justice Research.
  38. Treviño, L. K. (1990). A cultural perspective on changing and developing organizational ethics. Research in Organizational Change and Development, 4, 195–230.
  39. Treviño, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56(1), 5–37.
  40. Trevino, L. K., Butterfield, K. D., & McCabe, D. L. (1998). The Ethical Context in Organizations: Influences on Employee Attitudes and Behaviors. Business Ethics Quarterly, 8(3), 447.
  41. Treviño, L. K., Hartman, L. P., & Brown, M. (2000). Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership. California Management Review, 42(4), 128–142.
  42. Treviño, L. K., & Nelson, K. A. (2011). Managing Business Ethics: Straight Talk About How To Do It Right. Wiley.
  43. Treviño, L. K., Weaver, G. R., & Reynolds, S. J. (2006). Behavioral ethics in organizations: A review. Journal of Management, 32(6), 951–990.
  44. Trevino, L. K., & Youngblood, S. A. (1990). Bad apples in bad barrels: A causal analysis of ethical decision-making behavior. Journal of Applied Psychology, 75(4), 378–385.
  45. Victor, B., & Cullen, J. B. (1987). A theory and measure of ethical climate in organizations. Research in Corporate Social Performance and Policy, 9(1), 51–71.
  46. Victor, B., & Cullen, J. B. (1988). The Organizational Bases of Ethical Work Climates. Administrative Science Quarterly, 33(1), 101.
  47. Weaver, G. R., Treviño, L. K., & Agle, B. R. (2005). “Somebody I look up to:” Ethical role models in organizations. Organizational Dynamics.
  48. Woodward, J. B., & Funk, C. (2010). Developing the artist-leader. Leadership, 6(3), 295–309.

Copyright information

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

About this article

Publication Date

17 May 2019

eBook ISBN



Future Academy



Print ISBN (optional)


Edition Number

1st Edition




Business, innovation, sustainability, environment, green business, environmental issues

Cite this article as:

Simon, E. J., Bin Othman, M. F., Bin Thukiman*, K., & Anak Manggai, B. (2019). Transformational Leadership And Ethical Decision Making. In M. Imran Qureshi (Ed.), Technology & Society: A Multidisciplinary Pathway for Sustainable Development, vol 62. European Proceedings of Social and Behavioural Sciences (pp. 464-475). Future Academy.