News
Statistics
| Number of Journals | 34 |
| Number of Issues | 1,306 |
| Number of Articles | 9,427 |
| Article View | 9,188,971 |
| PDF Download | 5,621,543 |
The Effect of Ethical Leadership on Organizational Intentional Forgetting with the Mediating Role of Organizational Learning | ||
| مدیریت راهبردی دانش سازمانی | ||
| Article 6, Volume 3, Issue 4 - Serial Number 11, December 2021, Pages 171-211 PDF (938.11 K) | ||
| Document Type: Original Research Paper | ||
| DOI: 10.47176/smok.2020.1237 | ||
| Authors | ||
| Atefeh Keshtegar1; Naser Nastiezaie* 2 | ||
| 1Msc student of educational administration, Department of educational administration, Faculty Education and Psychology, Zahedan Branch, Islamic Azad University, Zahedan, Iran | ||
| 2Associate Professor of educational administration, Department of educational administration and planning, Faculty Education and Psychology, University of Sistan and Baluchestan, Zahedan, Iran | ||
| Receive Date: 16 November 2020, Revise Date: 11 December 2020, Accept Date: 13 February 2021 | ||
| Abstract | ||
| The purpose of this study was to investigate of the effect ofethical leadership on organizational intentionalforgetting with the mediating role of organizational learning. This study was an applied and correlation research method based on structural equation modeling. 120 employees of Chabahar maritime and marine sciences university were studied by stratified random sampling method. To collect information, three questionnaires were used: ethical leadership, organizational intentionalforgetting and organizational learning. For data analysis the Pearson correlation coefficient and structural equation modeling were used by SPSS and Lisrel software. Based on results the relationships between ethical leadership, organizational intentional forgetting and organizational learning was positive and significant. The direct effect of ethical leadership on organizational intentionalforgetting (β=0.54, t=3.94), ethical leadership on organizational learning (β=0.8, t=8.24) and direct effect of organizational learning on organizational intentionalforgetting (β=0.44, t=3.17) was positive and significant. The indirect effect of ethical leadership on organizational intentionalforgetting was also significant with the mediator role of organizational learning (β=0.352, t=4.87). Therefore, it can be concluded that the managers of the organization can improve organizational learning and organizational forgetfulness by ethical leadership, involving employees in decision making, encouraging them to learn and exchange knowledge with each other, performing the role of ethical model and establishing an ethical and supportive environment in the organization. | ||
| Keywords | ||
| ethical leadership; organizational accidental forgetting; organizational intentional forgetting; organizational learning | ||
| References | ||
|
- Alshammari, A., Almutairi, N. N., & Fahad Thuwaini, S. (2015). Ethical leadership: The effect on employees. International Journal of Business and Management, 10(3), 108–116. - Antunes, H. D. J. G., & Pinheiro, P. G. (2020). Linking knowledge management, organizational learning and memory. Journal of Innovation & Knowledge, 5(2), 140–149. - Argyris, C., & Schon, D. A. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley. - Asif, M., Qing, M., Hwang, J., & Shi. (2019). Ethical Leadership, Affective Commitment, Work Engagement, and Creativity: Testing a Multiple Mediation Approach. Sustainability, 11(16), 1–16. - Bettis, R. A., & Prahalad, C. K. (1995). The Dominant Logic: Retrospective and Extension. Strategic Management Journal, 16(1), 5–14. - Brown, M. E, Treviٌo, L. K. & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134. - Brown, M. E., Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(7), 595–616. - Cain, T. J., Branin, J. J., & Sherman, W. M. (2008). Knowledge management and the academy. Educause Quarterly, 31(4), 26-33. - Cutcher, L., Dale , K., & Tyler , M. (2019). Remembering as Forgetting’: Organizational commemoration as a politics of recognition.Organizations Studies,40(2), 267-290. - Daft, R., & Weick, K. (1984). Toward a Model of Organizations as Interpretation Systems. The Academy of Management Review, 9(2), 284–295. - David, G., & Brachet, T. (2011). On the Determinants of Organizational Forgetting. American Economic Journal: Microeconomics, 3(3), 100–123. - De Holan, P., & Phillips, N. (2004). Remembrance of Things Past? The Dynamics of Organizational Forgetting. Management Science, 50(11), 1603–1613. - De Holan, P., Phillips, N., & Lawrence, T. (2004). Managing organizational forgetting. Sloan Management Review, 45(2), 45–51. - Do, T. T., & Mai, N. K. (2020). Review of empirical research on leadership and organizational learning. Journal of Knowledge Management, 24(5), 1201–1220. - Easterby-Smith, M., & Lyles, M. A. (2011). In praise of organizational forgetting. Journal of Management Inquiry, 20(3), 311–316. - Farzaneh, M., Moradi, K., & Mollai, R. (2015), Investigating the effect of ethical leadership on the development of learning organization in urban high schools. New Educational Approaches, 11 (2), 58–45. - Fernandez, V., & Sune, A. (2009). Organizational forgetting and its causes: an empirical research. Journal of Organizational Change Management, 22(6), 620–634. - Fiol, C., & Lyles, M. A. (1985).Organizational Learning. Academy of Management Review, 10(4),803–813. - Franco, M., & Almeida, J. (2011). Organizational Learning and Leadership Styles in Healthcare Organizations. Leadership & Organization Development Journal, 32(8), 782–806. - Huang, D., Chen, S., Zhang, G., & Ye, J. (2018). Organizational forgetting, absorptive capacity, and innovation performance: A moderated mediation analysis. Management Decision, 56(1), 87-104. - Islam, T., Ahmed, I. and Ali, G. (2019). Effects of ethical leadership on bullying and voice behavior among nurses: Mediating role of organizational identification, poor working condition and workload. Leadership in Health Services, 32(1), 2–17. - Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. B. (2011). Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure. The Leadership Quarterly, 22(1), 51–69. - Kanungo, R. N. (2001). Ethical values of transactional and transformational leaders. Canadian Journal of Administrative Sciences, 18(4), 257−265. - Klammer, A., & Gueldenberg, S. (2019). Unlearning and Forgetting in Organizations: A Systematic Review of Literature. Journal of Knowledge Management, 23(5), 860-888. - Kluge, A., & Gronau, N. (2018). Intentional Forgetting in Organizations: The Importance of Eliminating Retrieval Cues for Implementing New Routines. Frontiers in psychology, 9(2018), 51- 67 - Lawrence, E. (1998). Some Thoughts on Turning a Government Organization into a Learning Organization, Research direclorate, Policy research and communications branch, public service commission. - Mariano, S., Casey, A., & Oliveira, F. (2020).Organizational forgetting Part II: a review of the literature and future research directions. The Learning Organization, 27(5), 417-427. - Marquardt, M. J. (1996). Building the Learning Organization: A Systems Approach to Quantum Improvement and Global Success. - Nasr Esfahani, A., Radmehr, R., & Hatampoor, F. (2012). Studying the Relationship between Organizational Forgetting and Situational Leadership Style (Case of study: Qom’s Melli Bank Branches). Australian Journal of Basic and Applied Sciences, 6(9), 102-108. - Nonaka, I., & Takeuchi, H., A. (1994). Dynamic Theory of Organizational knowledge creation. Organization ScienceS, 1(1994), 14–37. - Resick C. J., Hargis M. B., Shao P., & Dust S. B. (2013). Ethical leadership, moral equity judgments, and discretionary workplace behavior. Human relations, 66(7) 951 –972. - Schüffler, A. S., Thim, Ch., Haase, J., & Kluge, A. (2020). Information Processing in Work Environment 4.0 and the Beneficial Impact of Intentional Forgetting on Change Management. Zeitschrift für Arbeits- und Organisationspsychologie A&O, 64(1), 17–29. - Shareef, R. A., & Atan, T. (2019). The influence of ethical leadership on academic employees’ organizational citizenship behavior and turnover intention: Mediating role of intrinsic motivation. Management Decision, 57(3), 583–605. - Smunt, T. L. (1987). Impact of Worker Forgetting on Production Scheduling. International Journal of Production Research, 25(5), 689–701. - Smunt, T. L. & Morton, T. E. (1985). The Effects of Learning on Optimal Lot Sizes-Further Developments on the Single Product Case. IIE Transactions, 17(1), 33–37. - Turi, J. A., Mahmud, F. B., Toheed, H., & Sorooshian, S. (2019). Synthetic Literature review of Organizational Forgetting. Archives of Business Research, 7(4), 203-210. - Tutar, H., Altınöz, M., & Çakıroğlu, D. (2011). Is ethical leadership and strategic leadership a dilemma? A descriptive survey. Procedia-Social and Behavioral Sciences, 24(2011), 1378–1388. - Volland, M. F. (2019). How to intentionally forget rules in newly introduced agile projects: A case study of a multinational automotive company. The Learning Organization, 26(5), 470–484. - Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115(2), 204–213. - Yates, L. A. (2014). Exploring the relationship of ethical leadership with job satisfaction, organizational commitment, and organizational citizenship behavior. The Journal of Values- Based Leadership, 7(1), 1–16. - Zehir, C., & Erdogan, E. (2011). The association between organizational silence and ethical leadership through employee performance. Procedia-Social and Behavioral Sciences, 24(2011), 1389–1404. - Zeng, J., & Chen, C. (2010). The Relationship between Intentional Organizational Forgetting and Organizational Innovation: The Mediating Effect of Organizational Learning Capability. School of Business Administration South China University of Technology Guangzhou, China. - Zeng, J., & Chen, CH. (2010). The Relationship between Intentional Organizational Forgetting and Organizational Innovation: The Mediating Effect of Organizational Learning Capability. School of Business Administration South China, University of Technology Guangzhou, China. | ||
|
Statistics Article View: 2,145 PDF Download: 1,178 |
||