A quantitative examination of employee and leader perception of leader authenticity and moral potency in U.S. manufacturing

by Goode, Antwain T., Ph.D., CAPELLA UNIVERSITY, 2015, 142 pages; 3682575

Abstract:

U.S. manufacturing organizations are under scrunity, as employee development programs have not been created to strengthen leader decision making toward ethical dilemmas. Because corporations have not fully explored leadership constructs that examine authenticity or moral judgment, subordinates do not have confidence in organizational strategic plans or corporate missions. Authentic leadership and moral potency are emergent leadership constructs, which provide insight for leaders to recognize shortcomings and provide outlines for individual self-reflection. Current research has examined authentic leadership and moral potency separately; however research has not explored the gap that exists between leader moral consciousness when making decisions and the factors that contribute to individual honesty and self-worth. The purpose of this research is to examine the differences between what managers and subordinates believe about authenticity and moral judgment. This research study adds to the Organization and Management body of understanding by providing a stage to address the gap in the literature regarding the relationship between a leader's knowledge of what is right and what is wrong and a leader's self-awareness about ethical decision making. The participants selected were managers and entry level subordinates working in U.S. manufacturing organizations. The results of this dual quantitative study revealed that no statistical significance was found between these constructs, therefore U.S. manufacturing managers and subordinates have differences of perspective toward authenticity and moral potency. Several recommendations for the U.S. manufacturing sector have surfaced which include pairing the Authentic Leadership Questionnaire (ALQ) and Moral Potency Questionnaire (MPQ) to view one-on-one manager/entry level subordinate feedback, in-depth evaluation of manager/entry level worker collegiate training on ethical dilemmas, and the evaluation of global multi-site manager/subordinate decision making. The findings aid U.S. executive suite leaders by providing a platform to create leader development programs that evaluate ethical decision making, self-regulation, and the dynamics of leader identity.

AdviserJohn C. Hannon
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement; Organization theory; Organizational behavior
Publication Number3682575

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