The paper 'Ethical Leadership in Saudi Arabia" is a good example of a management case study. The section presents information about ethical leadership in Saudi Arabia. In addition, the discussions incorporate ethical leadership performance and the link between ethical leadership and employee performance. The aim is to appreciate the previously studied areas, which provides the foundation to understand the ethical leadership component in employee performance. Ethical Leadership in Saudi Arabia In the last few years, the focus has turned into integrity and ethics in the leadership field. Ethical leaders are required to engage in a manner that appreciates and respects the dignity and rights of their members.
Ciulla (1995) states that good leadership does not only affect the leader but how the leader advances the ethical principles. In Saudi Arabia, numerous factors are associated with effective leaders integrated into the ethical requirements (Randeree & Ghaffar, 2012). Some of the factors highlighting ethical leadership include the ability to inspire, competence, foresight and honesty. Okoro (2012) carried out a study in analyzing the ethical variables influencing university employees and employers. Okoro found out that the important work ethics include judgmental values, diligence at work, discretionary, creativity and promptness in completing assignments and tasks. Saudi Arabia attracts different industries and persons with different experiences and skills (Alharbi & Yusoff, 2012).
It means that ethical leadership is required to balance the requirements and address the needs of these different individuals (Brown & Treviñ o, 2006). It means a leader should embrace ethical approaches in ensuring the decisions made do not cause conflicts and misunderstandings. The aim is to bring together the diverse population, and this is possible through encouraging ethical leadership (Randeree & Ghaffar, 2012).
Since ethical leadership incorporates trustworthiness, leading by example, and dignity means that the employees will appreciate working with the company or organization, and can engage the organization in operational and performance requirements.
Abualrub, R. F., & Alghamdi, M. G. (2012). The impact of leadership styles on nurses’ satisfaction and intention to stay among Saudi nurses. Journal of Nursing Management, 20(5), 668-678.
Alharbi, M., & Yusoff, R. Z. (2012). Leadership styles, and their relationship with quality management practices in public hospitals in Saudi Arabia. International Journal of Economics & Management Sciences, 1(10), 59-67.
Alzoman, M. (2012). Effective leadership of culturally diverse workforce in Saudi Arabia Basic Industries Corporation (SABIC). Thesis Submitted in Partial Fulfillment of the Degree of Doctor of Philosophy of the University of Portsmouth, Business School. Retrieved from http://eprints.port.ac.uk/9890/1/Moudhi_final_doc_CR_Ret2.pdf
Brown, M. E., and Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 595–616.
Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
Ciulla, J. B. (2005b). Integrating leadership with Ethics: is good leadership contrary to human nature? In D. Jonathan, S. Stumpf (Eds.), Handbook on Responsible leadership and Governance in Global Business (pp.159-179). UK: Edward Elgar Publishing Limited.
Kanungo, R. N., and Mendonca, M. (1996). Ethical dimensions of leadership. Thousand Oaks: Sage Publications.
Morrison, A. (2006). Ethical Standards and Global Leadership. In: M. William., and W. Elizabeth (Eds.). Advances in Global Leadership (Vol. 4, pp. 265-180). U.K: Emerald Group.
Okoro, J. (2012). Employers’ assessment of work ethics required of university business education graduates in South-South Nigeria. College Student Journal, 437-444.
Randeree, K., & Ghaffar, A. (2012). Leadership-style, satisfaction and commitment: An exploration in the United Arab Emirates' construction sector. Engineering, Construction and Architectural Management, 19(1), 61-85.
Zhu, W., May, D. R., and Avolio, B. J. (2004). The impact of ethical leadership behavior on employee outcomes: The roles of psychological empowerment and authenticity. Journal of Leadership & Organizational Studies, 11, 16–26.