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  1.  70
    A Scale to Assess Ethical Leadership of Indian Private and Public Sector Managers.Rooplekha Khuntia & Damodar Suar - 2004 - Journal of Business Ethics 49 (1):13-26.
    Three hundred forty middle-level managers from two private and two public sector manufacturing companies in India rated their superiors on 22 items of ethical leadership. Factor analysis of the scores on such items yielded two dimensions of ethical leadership: (a) empowerment, and (b) motive and character. Items of the scale had high reliability, validity, and discriminative power. On two dimensions of ethical leadership, the superiors self-rated themselves more favorably than their subordinates rated them. This justified the proposal to consider the (...)
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  2.  66
    Influence of Personal Values and Value Congruence on Unethical Practices and Work Behavior.Damodar Suar & Rooplekha Khuntia - 2010 - Journal of Business Ethics 97 (3):443 - 460.
    The study examines whether (a) personal and organizational values differ in private and public sectors, and (b) personal values and value congruence -the extent of matching between personal and organizational values -influence unethical practices and work behavior. Three hundred and forty middle-level managers from four manufacturing organizations rated 22 values as guiding principles to them to identify their personal values. In order to index organizational values, 56 top-level managers of the same organizations rated how important such values were to the (...)
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  3.  11
    Does Ethical Climate Influence Unethical Practices and Work Behaviour?Damodar Suar & Rooplekha Khuntia - 2004 - Journal of Human Values 10 (1):11-21.
    This study examines whether ethical climate influences managers' unethical practices and work behaviour. The sample comprised of 340 middle-level executives from twa private and two public sector companies. Irrespective of the nature of the organization and the age of the managers, while a caring and professional climate reduced only the manipulative behaviour of managers, an individual-centred climate consistently fostered unethical practices of manipulation, cheating and violation of organizational norms. On work behaviour, a caring and professional climate was conducive for increasing (...)
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