Mediating Effect of Personality Traits on Religiosity and Ethical Leadership Basis for a Leadership Development Program
Main Article Content
Abstract
The study aimed to determine the mediating effect of personality traits on religiosity and ethical leadership as basis for a leadership program. The relationships of variables were determined using Structural Equation Modeling (SEM). A validated questionnaire was administered to 265 respondents from 27 Christian institutions in the Philippines. These institutions were grouped into small clusters as follows: (1) Mission/Conference; (2) College/University; and (3) Hospital. A greater proportion (106, or 40.0%) of the respondents were 50 years old or more, while 29.4% were aged 41 or less, and 26.4% were from 42 – 49 years old. There were more male administrators (55.8%) than females. The findings show that the administrators were highly religious, highly open to experience, conscientious, extraverted, and agreeable. Further results revealed that the administrators are highly ethical. Moreover, there is a significant relationship between religiosity and personality traits. There is also a significant positive relationship between religiosity and ethical leadership. Likewise, there is a significant relationship between personality traits and ethical leadership. Agreeableness, openness to experience, and conscientiousness predict ethical leadership. However, there is a significant difference in ethical leadership between bachelor degree holders and master degree holder. Further results revealed that personality traits fully mediate religiosity and ethical leadership.
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Research Articles
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References
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Pollard, L. (2014). Paul: Principles for leadership and contextualization. In Bell, S. (Ed.), Servants & Friends: A Biblical Theology of Leadership. Michigan: Andrews University Press.
Reave, L. (2005). Spiritual values and practices related to leadership effectiveness. The Leadership Quarterly 16, 655-687. Retrieved from doi:10.1016/j.leaqua.2005.07.003
Resick, C., Hanges, P., Dickson, M., & Mitchelson, J. (2006). A cross-cultural examination of the endorsement of ethical leadership. Journal of Business Ethics, 63(4), 345-359. Retrieved from www.hangeslab.umd.edu
Schermerhorn, Jr. (2012). Introduction to Management (12th edition). United States: John Wiley & Sons Singapore Pte Ltd.
Swindall, C. (2011). Engaged Leadership: Building a culture to overcome employee disengagement (2nd Ed.). Hoboken, New Jersey, John Wiley & Sons, Inc.
Sullivan, M. (2009). Ethical Leadership: Guiding principles for educators and administrators. Christian Perspectives in Education 2(2). Retrieved from http://digitalcommons.liberty.edu/cgi/viewcontent.cgi?article= 1028&context=cpe
Thayer, J. (1999). The Christian spiritual participation profile a measure of participation in 10 spiritual disciplines. Retrieved from http://circle.adventist.org/download/CSPP.pdf
Treviño, L., Brown, M., & Hartman, L. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56(1), 5-37. Retrieved from https://doi.org/10.1177/0018726703056001448
Van Wart, M. (2005). Dynamics of leadership in public service, theory and practice. Armonk, NY/London: M.E. Sharpe.
Williams, C. (2010). Managing effectively. (4th edition). Australia: South-Western Cengage Learning.
Witt, L., Burke, L., Barrick, M., & Mount, M. (2002). The interactive effects of conscientiousness and agreeableness on job performance. Journal of Applied Psychology, 87(1), 164-169. Retrieved from http://works.bepress. com/witt/12
Aydemir, M. & Egilmez, O. (2010). An important antecedent of ethical/unethical behavior: Religiosity. Eurasian Journal of Business and Economics, 3(6), 71-84. Retrieved from http://ejbe.org/EJBE2010Vol03No06 p71AYDEMIR-EGILMEZ.pdf
Barthelemy, J. (2005). Aggression and the big five personality factors of grades and attendance. Unpublished doctoral dissertation, University of Tennessee, Knoxville. Retrieved from https://pdfs.semanticscholar. org/8dbf/48a22f62fbb0758bf23aace5a2ca2da9faa2.pdf
Bono, J., & Judge, T. (2004). Personality and Transformational and Transactional Leadership: A MetaAnalysis. Journal of Applied Psychology, 89, 901-910. http://dx.doi.org/10.1037/00219010.89.5.901
Bormann, K. (2013). Understanding ethical leadership: an integrative model of its antecedents, correlates, contingencies, and outcomes. Dissertation for Doctor Rerum Politicarum in Faculty of Business, Economics and Social Sciences. Retrieved from https://eldorado.tudortmund.de/bitstream/2003/30461/3/ Dissertation.pdf
Brown, M., Treviño, L., & Harrison, D. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97 (2), 117-134. Retrieved from http://users.metropolia.fi/~minnak/ipw/Andrea%20Rijkeboer/Ethical%20Leadership% 20Trevino.pdf
Brown, M. & Treviño, L. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17(6), 595-616 Retrieved from http://www.nipc.ir/uploads/science_p_10105_5765.pdf
Bullock, E. (2006). Self-directed search interest profile elevation, big five personality factors, and interest secondary constructs in a college career course. Dissertation for Doctor of Philosophy in Department of Educational Psychology and learning Systems. Retrieved from http://diginole.lib.fsu.edu/islandora/object/fsu:181037/ datastream/PDF/view
Carroll, A., & Buchholtz, A. (2009). Business and society: Ethics and Stakeholder Management. (7th edition). Canada: South-Western.
Fernando, M. (2005). Religion’s influence on leaders: case evidence from Sri Lanka. Retrieved from http://www.anzam.org/wp-content/uploads/pdf-manager/2379_FERNANDO_MARIO_AMI05.PDF
Finley, M. (2013). Revival and reformation. Adult Sabbath School Bible Study Guide, July – September 2013. Retrieved from https://www.andrews.edu/library/car/cardigital/Periodicals/Adult_Sabbath_School/ Teachers_Edition/ 2013/2013_03.pdf
Hage, J. (2013). Influence of religion and religiosity on leadership practices in the workplace: A quantitative correlation study. Dissertation for Doctor of Business Administration. Retrieved from https://pqdtopen. proquest.com/doc/1346223709.html?FMT=AI
Huberts, L., Kaptein, M., & Lasthuizen, K. (2007). A study of the impact of three leadership styles on integrity violations committed by police officers. Policing: An International Journal of Police Strategies & Management, 30(4), 587-607. Retrieved from https://www.ncjrs.gov/pdffiles1/Digitization/ 221486NCJRS.pdf
Jones, R. (2014). Jesus and leadership. In Bell, S. (Ed.), Servants & Friends: A Biblical Theology of Leadership. Michigan: Andrews University Press.
Kalshoven, K., Den Hartog, D., & De Hoogh, A. (2011). Ethical leader behavior and Big Five factors of personality. Journal of Business Ethics, 100(2), 349-366. Retrieved from https://doi.org/10.1007/s10551-010-0685-9
Kelly, K., & Lai, K. (2011). Accuracy in parameter estimation for the root mean square error of approximation: sample size planning for narrow confidence intervals. Multivariate Behavior Research, 46(1):1-32. Retrieved from https://doi: 10.1080/00273171.2011.543027.
Kurpis, L., Beqiri, M., & Helgeson, J. (2008). The effects of commitment to moral self-improvement and religiosity on ethics of business students. Journal of Business Ethics, 80(3), 447-463. Retrieved from link.springer.com/article/10.1007%2Fs10551-007-9430-4#page-1
Lei, P. and Wu, Q. 2007. An NCME instructional module on introduction to structural equation modeling: Issues and practical considerations. Educational Measurement: Issues and Practice, 26 (3), 33-44.
Longenecker, J., McKinney, J. and Moore, C. (2004). Religious Intensity, Evangelical Christianity, and Business Ethics: An Empirical Study. Journal of Business Ethics 55, 373-386.
McGraw, A. (2016). Using the Big Five to understand ethical leader behavior. Retrieved from https:// http://sites. psu.edu/psy533wheeler/2016/03/21/l9-using-the-big-five-to-understand-ethicalleader-behavior/
Matthews, G., Deary, I., & Whiteman, M. (2009). Personality traits. (3rd edition). New York: Cambridge University Press.
Mayer, D., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108 (1), 1-13. Retrieved from http://www.sciencedirect.com/science/article/pii/S0749-5978(08)00055-1
Mayer, D., Nishii, L., Schneider, B., & Goldstein, H. (2007). The precursors and products of justice climates: group leader antecedents and employee attitudinal consequences. Personnel Psychology. 60(4), 929-963.
Pollard, L. (2014). Paul: Principles for leadership and contextualization. In Bell, S. (Ed.), Servants & Friends: A Biblical Theology of Leadership. Michigan: Andrews University Press.
Reave, L. (2005). Spiritual values and practices related to leadership effectiveness. The Leadership Quarterly 16, 655-687. Retrieved from doi:10.1016/j.leaqua.2005.07.003
Resick, C., Hanges, P., Dickson, M., & Mitchelson, J. (2006). A cross-cultural examination of the endorsement of ethical leadership. Journal of Business Ethics, 63(4), 345-359. Retrieved from www.hangeslab.umd.edu
Schermerhorn, Jr. (2012). Introduction to Management (12th edition). United States: John Wiley & Sons Singapore Pte Ltd.
Swindall, C. (2011). Engaged Leadership: Building a culture to overcome employee disengagement (2nd Ed.). Hoboken, New Jersey, John Wiley & Sons, Inc.
Sullivan, M. (2009). Ethical Leadership: Guiding principles for educators and administrators. Christian Perspectives in Education 2(2). Retrieved from http://digitalcommons.liberty.edu/cgi/viewcontent.cgi?article= 1028&context=cpe
Thayer, J. (1999). The Christian spiritual participation profile a measure of participation in 10 spiritual disciplines. Retrieved from http://circle.adventist.org/download/CSPP.pdf
Treviño, L., Brown, M., & Hartman, L. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56(1), 5-37. Retrieved from https://doi.org/10.1177/0018726703056001448
Van Wart, M. (2005). Dynamics of leadership in public service, theory and practice. Armonk, NY/London: M.E. Sharpe.
Williams, C. (2010). Managing effectively. (4th edition). Australia: South-Western Cengage Learning.
Witt, L., Burke, L., Barrick, M., & Mount, M. (2002). The interactive effects of conscientiousness and agreeableness on job performance. Journal of Applied Psychology, 87(1), 164-169. Retrieved from http://works.bepress. com/witt/12