Introduction
“ Metwally et al.’s (2019) research article “How ethical leadership shapes employees’ readiness to change: The mediating role of an organizational culture of effectiveness” examines the connection between ethical leadership and staff members’ readiness for transformation, with a focus on the mediating role of an organizational culture of effectiveness. The article’s title suits the study’s topic since it correctly reflects the primary factors and the link the scientists are investigating.
Problems Identified
Given the rising relevance of organizational transformation in today’s corporate climate, the authors emphasize the necessity of understanding how ethical leadership influences workers’ willingness to change. The issue is clearly defined and has theoretical logic. The issue is crucial because it addresses the necessity for organizations to manage change efficiently and the role of ethical leadership in aiding this process.
Literature Review
A review of the literature investigates past research on ethical leadership, organizational culture, and openness to change. This review is pertinent to the issue since it explores the subject matter. The authors summarize past research that suggests ethical leadership positively correlates with a supportive organizational culture, and that supportive organizational cultures are connected to workers’ willingness to change.
The Research Method, Hypothesis, and Sources of Error
The study used a quantitative research approach, namely a cross-sectional survey methodology. The authors collected data from workers at different organizations in Spain using a self-report questionnaire. The sample was drawn using a convenience sampling approach, with individuals drawn from various businesses and sectors. The authors’ hypothesis and research objectives are clearly expressed, as they want to investigate the link between ethical leadership, the organizational culture of effectiveness, workers’ openness to change, and the organizational culture’s mediating function. Metwally et al. (2019) recognize that common method variance and social desirability bias are potential causes of mistakes. They sought to account for them by collecting data from several sources and ensuring anonymity to participants. The authors employed structural equation modeling to analyze the data and evaluate the hypothesized model. The statistical approaches used were suitable for the study objectives and hypotheses.
Results Summary and Limitations
The findings are presented clearly, with descriptive statistics, correlations, and regression coefficients included. The authors found support for their predictions, with ethical leadership being favorably associated with an organizational culture of effectiveness, which was then positively related to workers’ willingness to change. The study’s limitations include using a convenience sample, which restricts the generalizability of the results, and using self-report measures, which may be biased. The authors recognize these limitations and offer future study possibilities.
Conclusions Presentation
The evidence supports the findings, which are presented clearly. The authors do not generalize the results and provide practical implications for organizations and future studies.
This study’s findings and conclusions may be used in various domains, including organizational behavior, human resource management, and change management. Organizations may benefit from ethical leadership and a supportive culture to increase workers’ openness to change, boosting performance and competitiveness. Furthermore, this study emphasizes the importance of considering organizational culture as a moderator in the relationship between ethical leadership and employee outcomes.
Conclusion
In conclusion, Metwally et al.’s (2019) research shed light on the link between ethical leadership, organizational culture, and workers’ willingness to change. The study’s merits include theoretical justification, proper research methodology, and careful data analysis. The limitations are recognized, and new study directions are suggested. The study’s practical implications apply to various industries, emphasizing the need for ethical leadership and a supportive culture in managing change in organizations.
References
Metwally, D., Ruiz-Palomino, P., Metwally, M., & Gartzia, L. (2019). How ethical leadership shapes employees’ readiness to change: The mediating role of an organizational culture of effectiveness. Frontiers in Psychology, 10. https://doi.org/10.3389/fpsyg.2019.02493
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