Ethical Leadership and Financial Reporting Practices in Chad

Type of the article: Research Article Abstract Chinese leadership dynamics have a significant impact on job performance in Chinese enterprises, influencing long-term success and fostering innovation, which highlights the importance of a positive organizational atmosphere in enhancing employee motivation. This study aims to examine how transformation and ethical leadership dynamics influence employee empowerment, organizational learning, and the subsequent long-term sustainability and job performance in Chinese industries. Data were collected from 500 employees across various Chinese industries, e.g., manufacturing, technology, and service. Partial least squares structural equation modeling (PLS-SEM) was employed to analyze the data. The results reveal that transformational leadership (β = 0.45, p< 0.001), employee empowerment (β = 0.45, p< 0.001), and organizational learning (β = 0.28, p< 0.001) significantly enhance organizational climate, which in turn strongly influences job performance (β = 0.50, p< 0.001). Organizational climate also mediates the effects of transformational leadership (indirect effect: β = 0.23, p< 0.001), employee empowerment (indirect effect: β = 0.16, p< 0.001), and organizational learning (indirect effect: β = 0.14, p< 0.001) on job performance. Furthermore, ethical leadership moderates the impact of transformational leadership (β = 0.19, p< 0.001) and employee empowerment (β = 0.15, p< 0.01) on organizational climate. These findings emphasize the importance of integrating ethical and transformational leadership, employee empowerment, and continuous learning to foster a supportive organizational climate and drive sustainable development. This study offers actionable insights for organizational leaders and policymakers, contributing to a deeper understanding of leadership and organizational dynamics that facilitate long-term success.

Does the Old Testament narrative of Nehemiah illustrate important leadership behaviors that could help bolster modern transformational leadership theory? Yes, absolutely! The Old Testament narrative of Nehemiah illustrates important leadership behaviors that align with transformational leadership, but it also highlights a missing component in the theory. Using narrative genre analysis, this chapter first explores the meaning of Nehemiah 2:1–20 and then compares the analysis with the modern leadership theory of transformational leadership. In the process, it assesses Nehemiah’s leadership behavior, pointing out both the alignment with and divergence from transformational leadership to add insight and suggest possible refinement to the theory. The analysis identified an important difference between the pericope and transformational leadership: ethical boundaries. To integrate the insight from this exegesis into transformational leadership, the theory must adopt a component that serves to ethically constrain and direct a transformational leader’s actions while preserving the positive leadership characteristics originally envisioned. Blending transformational leadership with ethical leadership may present a promising direction to investigate. Nehemiah’s actions, which were constrained by his devotion to God, demonstrate that ethical transformational leadership is possible.

PurposeThe aim of this study is to know if ethical theories could be connected to some leadership approaches.Design/methodology/approachIn the paper eight leadership approaches are selected: directive leadership, self‐leadership, authentic leadership, transactional leadership, shared leadership, charismatic leadership, servant leadership, transformational leadership. Five western ethical theories (philosophical egoism, utilitarianism, Kantianism, ethics of virtue, ethics of responsibility) are analyzed to see to what extent their basic concepts could be connected to one or the other leadership approach.FindingsA given ethical theory (such as philosophical egoism) could be suitable to the components of various leadership approaches. Ethical leadership does not imply that a given leadership approach is reflecting only one ethical theory. Rather, ethical leadership implies that for different reasons, various leadership approaches could agree with the same ethical theory. This is what we could call the “moral flexibility of leadership approaches”.Research limitations/implicationsThis study focuses on western ethical theories. A similar study should be undertaken for Eastern ethical theories coming from Buddhism, Hinduism, Confucianism, or Daoism.Practical implicationsSome dualisms (such as Kantianism‐transformational leadership, philosophical egoism‐transactional leadership) do not reflect the philosophical connections between ethical theories and leadership approaches. Thus, the notion of ethical leadership would have to be redefined. In doing so, the paper reveals how a given ethical theory could be used by different kinds of leaders, and for very different reasons.Originality/valueThis study will contribute to make ethical theories and ethical leadership more interconnected, in spite of the different (parallel) “conceptual universes” in which they have evolved until now.

This article critically compares transformational leadership and ethical leadership. It discusses the differences, similarities, weaknesses and strengths of the two styles. The importance of strong leadership in meeting an array of challenges and changes occurring in the NHS is highlighted. The article explores the influence of transformational and ethical leadership styles on the role of nurse leaders, particularly those in mental health, and also the influence of emotional intelligence in leadership. Over the last five decades, there has been a transformation in mental health, but more needs to be done to ensure everyone can access high-quality care when they need it. Transformational leadership remains important in such an ever-changing healthcare environment, but ethical behaviour should be its base.

The study aimed to determine the mediating effect of personality traits on religiosity and ethical leadership among administrators of Christian institutions in the Philippines. A self-constructed questionnaire was used in gathering the data from 265 administrators of Christian institutions in the Philippines. The study shows that the administrators are highly religious. As to their personality traits they are: highly open to experience; conscientious; extravert; agreeable; and moderately neurotic. As leaders, the administrators are highly ethical. Moreover the following have significant relationship to one another: religiosity and personality; religiosity and ethical leadership; and personality traits and ethical leadership. The predictors of the study are stewardship, prayer, and service. On the other hand, agreeableness, openness to experience, and conscientiousness predict ethical leadership. Furthermore, there is no impact to ethical leadership when gender, age and years of service are considered. But there is an association in ethical leadership and its dimensions between a bachelor’s degree holder and a master’s degree holder. Religiosity has no direct effect on ethical leadership. Personality traits fully mediate the relationship of religiosity and ethical leadership. Leadership development program was developed based on the results of the study.

Leadership approaches in administration have brought new points of view into leadership. Moral leadership is one of the mostly stressed leadership approaches like visionary leadership, strategic leadership, instructional leadership, and transformational leadership. Different from other leadership approaches, moral leadership depends on moral authority. Moral leadership is the process of forming and developing moral values and principles and leading the followers to act according to moral values. School leaders, who can not perform morally focused leadership behaviors, may lead the school to a process of moral pollution. Moral pollution will make the school an organization far from being faithful. Moral pollution means the extinction of moral values. Corrosion of moral values will cause moral chaos at school. In such a position, moral leadership will be more necessary. In this study, moral leadership in education and school leader’s moral leadership behaviors are analyzed in various aspects. Key words: Moral leadership, school leadership, school principals, social justice.

In today’s rapidly evolving digital economy, the need for ethical transformative leadership and good governance has become paramount. This abstract explores the application of Jesus Christ’s servant leadership as a model for fostering ethical leadership and effective governance in the digital business environment. The digital economy has ushered in unprecedented opportunities and challenges in the Kenyan business environment. On one hand, technological advancements have led to increased connectivity and economic growth. On the other hand, issues related to data privacy, cyber security and ethical concerns have risen to the forefront. In this context, leadership and governance are instrumental in navigating the complexities of the digital age. Jesus Christ’s servant leadership provides a compelling framework for ethical transformative leadership. His teachings emphasized humility, empathy and a commitment to serving others. In the digital economy, leaders who embrace these principles can inspire trust and guide organizations towards ethical practices. By prioritizing the welfare of their teams and stakeholders, servant leaders create an environment conducive to ethical decision-making. Moreover, good governance is essential for ensuring transparency, accountability, and the protection of stakeholders’ interests in the digital economy. Jesus Christ’s governance model, characterized by fairness and a commitment to justice, can be applied to corporate governance. Effective governance structures such as boards of directors can draw inspiration from this model to make sound decisions that benefit both shareholders and society. This abstract also discusses the importance of ethical leadership and governance in addressing pressing digital economy issues. It highlights the significance of fostering a corporate culture that values integrity, inclusivity and sustainability. By following the servant leadership model, businesses can become ethical stewards of the digital realm, promoting responsible innovation and equitable growth. In conclusion, as the digital economy continues to shape our world, ethical transformative leadership and good governance are indispensable. Drawing inspiration from Jesus Christ’s servant leadership, organizations can develop leaders who prioritize the well-being of their teams and stakeholders. By implementing fair and just governance practices, they can ensure accountability and transparency. Ultimately, this approach contributes to a sustainable and ethical digital business environment.

Leadership plays a central role in the long-term sustainability of family enterprises, yet existing evidence is fragmented across contexts and methodologies. This systematic review synthesizes empirical findings on leadership practices that support sustainable family entrepreneurship. The objectives are to identify available evidence on leadership in sustainable family enterprises, describe the methodologies employed, and examine how leadership is perceived and enacted across global contexts. The review followed PRISMA 2020 guidelines. Searches were conducted on 28 January 2025 on Scopus, Web of Science, EBSCOHost, and ProQuest. Eligibility criteria included empirical studies, full accessibility, publication in English, non-duplicated records, and relevance to leadership in sustainable family enterprises. Twenty-six studies met the inclusion criteria. Data extraction focused on context, methodology, leadership evidence, and key findings. Studies spanning Asia, Europe, Latin America, Africa, and the Middle East indicate that leadership strongly shapes sustainability outcomes in family firms. Three core leadership dimensions emerged: transformational leadership, which promotes innovation, engagement, affective commitment, and continuity; transactional leadership, which supports governance, succession planning, operational control, and performance; and ethical leadership, which fosters trust, shared values, and social responsibility. Cross-cutting themes include gendered leadership contributions, succession risk management, and cultural influences. Sustainable family enterprises rely on multidimensional leadership integrating these approaches, reinforced by structured succession processes, value alignment, and human capital investment.

This study investigates how ethical leadership and organizational leadership impact firm performance through the mediating role of Corporate Social Responsibility (CSR) within the context of developing economies. The motivation stems from the increasing demand for socially responsible business practices and the theoretical gap in understanding how different leadership styles jointly influence financial and non-financial outcomes via CSR. A quantitative, Structural Equation Modeling using SmartPLS 4.0 was applied to test the relationships among constructs. Measurement validity and model fit were verified through Cronbach's alpha, composite reliability, AVE, and bootstrapping techniques. Ethical leadership (β = 0.40) and organizational leadership (β = 0.46) significantly influence CSR. CSR, in turn, strongly predicts financial performance (β = 0.71) and non-financial performance (β = 0.66). The study confirms CSR as a full mediator in the leadership–performance linkage, supporting stakeholder and social learning theories. This research offers a novel integrative framework linking ethical and organizational leadership to CSR and dual performance metrics. It provides empirical validation from an emerging market and contributes to leadership, CSR, and sustainability literature. Future studies should explore longitudinal impacts and cross-industry variations.

The study examined the effects of ethical leadership on social responsibility with a specific focus on how ethical leadership influences the promotion, implementation, and organizational commitment to corporate social responsibility (CSR) within the Economic Community of West African States (ECOWAS). The objectives of the study were to examine the influence of ethical leadership on the promotion and implementation of CSR initiatives in organizations and to assess the extent to which ethical leadership enhances organizational commitment to social responsibility practices. The study adopted the Stakeholder Theory as its theoretical framework, emphasizing the central role of ethical leadership in aligning organizational goals with societal expectations. A descriptive survey design was employed, and data were collected from 80 respondents across selected ECOWAS institutions through structured questionnaires. The data were analyzed using Pearson correlation, which revealed a strong and significant relationship between ethical leadership and CSR implementation (r = 0.941, p < 0.05), as well as between ethical leadership and organizational commitment to social responsibility (r = 0.928, p < 0.05). These findings indicate that ethical leadership substantially promotes CSR practices and strengthens organizational dedication to social responsibility objectives. The study concludes that ethical leadership is a vital driver of effective CSR initiatives and sustainable organizational practices within ECOWAS. It recommends leadership development programs emphasizing ethics, institutionalization of CSR policies, stakeholder engagement, and periodic evaluation of CSR activities. The research contributes to theory by reaffirming the relevance of Stakeholder Theory in understanding ethical governance, to empirical knowledge by providing evidence from the West African context, and to practice by offering actionable strategies for improving ethical and socially responsible leadership in regional organizations.

Leadership has progressively lost its most human essence in recent decades. The figure of the leader seems to have shifted from the moral sphere to the media-driven one, as society advances toward immediacy and overexposure. The purpose of this essay was to examine the Gandhi– Mandela model as an ethical and emotional option for the twenty-first century. Although both leaders lived in different contexts and historical periods, they shared a common vision: to govern with serenity and compassion. The interpretation combines a hermeneutic reading with a humanistic approach to leadership, along with a comparative and interpretative analysis of their writings. The original works of both leaders were examined, as well as the most relevant theories on ethical, emotional, and transformational leadership. It was observed that true authority does not stem from hierarchy or imposition, but from the ability to inspire, serve, and remain calm even in the midst of conflict. This essay demonstrates that the Gandhi–Mandela leadership model is not a romantic ideal, but a feasible and actionable proposal for contemporary organizations, in which emotional qualities such as compassion and serenity are essential to ensuring human sustainability. Keywords: ethical leadership, serenity, compassion, moral coherence, Gandhi, Mandela, organizational humanism.

Nurse managers or leaders adopt transformational, transactional, servant, and ethical leadership styles. Nursing leadership styles shapes patient safety in healthcare organizations. Current literature is unclear on the link between leadership styles and patient safety in hospitals. The systematic review aimed to examine the effects of leadership on patient safety culture in health care. Relevant literature was searched on PubMed, CINAHL, Cochrane Database of Systematic Reviews, ProQuest-Nursing & Allied Health, PsycINFO, and Scopus with keywords and search terms. Eligibility criteria covered studies addressing the research question, containing primary studies, written in English, and published between 2008 and 2024. PRISMA 2020 Framework was used in the screening process and data extraction conducted. Out of the 507 studies found in the databases, studies (n = 12) that met the eligibility criteria were included. Quality appraisal of the studies showed low risk of bias and hence their inclusion for narrative synthesis. Data extracted and subsequent narrative synthesis found that transformational leadership, ethical leadership, and transactional leadership styles, which impacted patient safety culture positively improved teamwork, positive manager expectations, organizational learning, feedback, communication, and positive perceptions on safety. Leadership factors affecting patient safety culture were nurses' organizational commitment, education or training, job recourses, work engagement, and mentorship for enhancing nurses' competence. The systematic review confirmed that leadership style creates patient safety culture. Future studies should examine the long-term impacts of varied leadership styles particularly transformational and ethical leadership style on patient safety in different healthcare settings.

Counterproductive work behaviors are a crucial issue for practice and academic because it influences employees’ job performance and career development. The present research conceptualizes Kahn’s employee engagement theory and employs transformational leadership, ethical leadership, and participative leadership as its antecedents to predict counterproductive work behaviors through a latent growth model. The present research collected empirical data of 505 employees of fintech businesses in Great China at three waves over 6 months. The findings revealed that as employees perceived higher transformational leadership, ethical leadership, and participative leadership at the first time point, they may demonstrate more positive growths in employee engagement development behavior, which in turn, caused more negative growths in counterproductive work behaviors. The present research stresses a dynamic model of the three leaderships that can alleviate counterproductive work behaviors through the mediating role of employee engagement over time.

The development of moral and ethical leadership in practicing and aspiring leaders is essential for the success of educational institutions. Leaders demonstrate moral and ethical leadership through striving to act in a manner reflective of the best interests of students. Such leadership is guided by a personal vision reflecting values such as integrity, fairness, equity, social justice, and respect for diversity. These qualities are reflected in the 2015 Professional Standards for Educational Leaders published by the National Policy Board for Educational Administration. One’s understanding of moral and ethical leadership can be strengthened by seeing the connections between moral leadership and the related themes of transformational leadership, authentic leadership, and trust in leaders. School leaders can help to create ethical schools by developing and being guided by a vision-driven professional ethos, manifesting that ethos in interactions with others, engaging staff in the co-creating of a vision-driven school, and through advocacy in the larger community.

This study attempts to explain how leadership behavior can advance follower organizational citizenship behavior (OCB). Several hypotheses were developed and tested, aiming to examine the potential mediators and moderators that could explain and influence the link between leadership behavior and OCB. This study was conducted among 711 full-time employees working in the top 45 high-performing companies listed on the Indonesian Stock Exchange (IDX). Of the various theories of leadership, transformational leadership and servant leadership were this study’s interest. Therefore two conceptual models (i.e., the Transformational Leadership-OCB Model and Servant Leadership-OCB Model) were examined to investigate the relationship. One hundred and twenty-three leader-follower dyads participated in the surveys. In the first model, the relationship between transformational leadership and OCB mediated by paternalism was examined. In addition, in-group and institutional collectivism orientations were hypothesized to moderate the relationship between transformational leadership and paternalism. Results suggested that transformational leadership influenced OCB through paternalism, and that collectivism orientations moderated the link between transformational leadership and paternalism. The second model hypothesized and examined the relationship between servant leadership and OCB directed toward the individual (OCBI) and the organization (OCBO) as mediated by climate regarding ethics, and moderated by cultural orientations. Results of tested structural models suggested that climate regarding ethics mediated the influence that servant leaders have on followers’ OCBI and OCBO. This study also revealed that the effects of servant leadership on OCBI and OCBO were moderated by power distance orientation. Additional contextual data and descriptive analyses were also presented. In-depth interviews with fifteen executives revealed expected behavior of highly effective leaders. Inspirational, visionary, performance orientation, people orientation, role modeling, and personal integrity were key features of effective leadership in the context of Indonesia. In addition, drawing on sample of 450 full-time subordinates who participated in the self-reported surveys, data implied that (a) transformational and servant leadership might be generalizable to the context, and (b) variations on cultural orientations existed among surveyed organizations. In summary, this study addressed the gaps in the leadership and OCB literatures by revealing additional mediational mechanisms that would link transformational leadership and OCB as well as servant leadership and OCB. This study has joined earlier studies in recognizing that the relationship between leadership behavior and follower OCB could be indirect. It also has advanced the examination of transformational leadership and servant leadership theories to broader contexts, as recommended by the literature. The theoretical and managerial implications of the study findings for research on leadership and OCB domain, and future research directions are discussed in the general discussion chapter.