發(fā)布時(shí)間：2024-05-19 23:54

　　

【文章頁數(shù)】：210 頁

【學(xué)位級(jí)別】：博士

【文章目錄】：
ACKNOWLEDGEMENTS ABSTRACT LIST OF ABBREVIATIONS CHAPTER 1. INTRODUCTION
1.1. Background of the study
1.2. Statement of problem and research questions
1.3. Purpose of the study
1.4. Significance of the study
1.5. Delimitations of the study
1.6. Definition of key terms
    1.6.1. Ethics
    1.6.2. Leadership
    1.6.3. Ethical leadership
    1.6.4. Organizational commitment
    1.6.5. Job satisfaction
    1.6.6. Empowerment
    1.6.7. Psychological empowerment
1.7. Summary CHAPTER 2. LITERATURE REVIEW
2.1. Overview of major leadership theories: Past, present, and emerging studies
    2.1.1. Past leadership theories based on ‘Who the Leader is’
    
2.1.1.1. Great Man theory
    
2.1.1.2. Trait theory
    2.1.2. Past leadership theories based on ‘What the leader does’
    
2.1.2.1. Behavioral theories
    2.1.3. Past leadership theories based on ‘Where the leadership takes place’
    
2.1.3.1. Vroom-Yetton model
    
2.1.3.2. Hersey and Blanchard model
    
2.1.3.3. House’s path-goal leadership model
    
2.1.3.4. Graen’s leader-member exchange (LMX) theory
    
2.1.3.5. The Blake and Mouton model
    
2.1.3.6. Fiedler's contingency theory
    
2.1.3.7. Educational leadership and Deming's quality systems theory
    
2.1.3.8. The person-situation debate (situation vs. trait controversy)
    2.1.4. More recent leadership theories based on ‘Where the leadership takes place
    
2.1.4.1. Charismatic leadership
    
2.1.4.2. Visionary leadership
    
2.1.4.3. Transactional leadership - leader focus on performance
    
2.1.4.4. Transformational leadership - focus on the organization
    2.1.5. Present and emerging leadership theories: Leadership control versus service
    
2.1.5.1. Participative leadership / shared leadership
    
2.1.5.2. Stewardship
    
2.1.5.3. Servant leadership
    
2.1.5.4. Ethical leadership
2.2. Association between ethical leadership and other normative theories of leadership
    2.2.1. Ethical leadership and transformational leadership
    2.2.2. Ethical leadership and servant leadership
    2.2.3. Ethical leadership and authentic leadership
    2.2.4. Social learning theory and ethical leadership
    2.2.5. Social exchange theory and ethical leadership
2.3. Organizational commitment
    2.3.1. Early conceptualizations of commitment
    
2.3.1.1. Empirical development: The first milestone
    
2.3.1.2. One-dimensional to multi-dimensional shift: The second milestone
    
2.3.1.3. Multiple foci of commitment: The third milestone
    2.3.2. Models of organizational commitment
    
2.3.2.1. Hofmeyr’s general theory of commitment
    
2.3.2.2. Meyer and Herscovitch’s general model of commitment
    
    2.3.2.2.1. The attitudinal approach
    
    2.3.2.2.2. The behavioral approach
    
    2.3.2.2.3. The normative approach
    
    2.3.2.2.4. The multi-dimensional approach
    
2.3.2.3. Summary of one-dimensional versus multi-dimensional commitment
    2.3.3. Recent views on commitment
    
2.3.3.1. Reward-based commitment and trust-based commitment
    
2.3.3.2. Rational (cognitive) commitment and emotional (affective) commitment
2.4. Job Satisfaction
2.5. Psychological Empowerment
2.6. Summary CHAPTER 3. THEORY AND HYPOTHESES
3.1. Ethical leadership and affective commitment
3.2. Ethical leadership and job satisfaction
3.3. Ethical leadership and psychological empowerment
3.4. Psychological empowerment and effective commitment
3.5. Psychological empowerment and job satisfaction
3.6. Mediating effect of psychological empowerment
3.7. Summary CHAPTER 4. METHODOLOGY
4.1. Sample design and participants
    4.1.1. Participants
    4.1.2. General sample comments
4.2. Measuring instruments
    4.2.1. Ethical leadership
    4.2.2. Psychological empowerment
    4.2.3. Affective commitment
    4.2.4. Job satisfaction
    4.2.5. Demographic details
4.3. Data analysis
    4.3.1. Model equivalence
4.4. Summary CHAPTER 5. PRESENTATION OF RESULTS
5.1. Introduction
5.2. Missing data
5.3. Normality test
5.4. Descriptive statistics and correlations among variables
5.5. Factor analysis
    5.5.1. Methods of factor rotation
5.6. Communalities
5.7. Goodness of fit statistics
5.8. Convergent validity, composite reliability (CR) and Cronbach’s Alpha (α)
5.9. Discriminant validity
5.10. Hypotheses testing CHAPTER 6. DISCUSSION AND CONCLUSION
6.1. Summary of key findings
    6.1.1. Ethical leadership and job satisfaction
    6.1.2. Ethical leadership and affective commitment
    6.1.3. Ethical leadership and psychological empowerment
    6.1.4. Psychological empowerment and job satisfaction
    6.1.5. Psychological empowerment and affective commitment
    6.1.6. Psychological empowerment as a mediator
6.2. Theoretical implications of the study
6.3. Practical implications of the study
6.4. Strengths of the study
6.5. Limitations of the study and future research
6.6. Conclusion BIBLIOGRAPHY Appendix A: Email sent to participants Appendix B. Survey instrument: Demographic details Appendix C. Survey instrument: Ethical leadership Appendix D. Survey instrument: Affective commitment Appendix E. Survey instrument: Job satisfaction Appendix F. Survey instrument: Psychological empowerment



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