A1 Journal article (refereed)
Longitudinal Patterns of Ethical Organisational Culture as a Context for Leaders’ Well-Being : Cumulative Effects Over 6 Years (2021)
Huhtala, Mari; Kaptein, Muel; Muotka, Joona; Feldt, Taru (2021). Longitudinal Patterns of Ethical Organisational Culture as a Context for Leaders’ Well-Being : Cumulative Effects Over 6 Years. Journal of Business Ethics, Early online. DOI: 10.1007/s10551-021-04744-0
JYU authors or editors
Publication details
All authors or editors: Huhtala, Mari; Kaptein, Muel; Muotka, Joona; Feldt, Taru
Journal or series: Journal of Business Ethics
ISSN: 0167-4544
eISSN: 1573-0697
Publication year: 2021
Volume: Early online
Publisher: Springer
Publication country: Netherlands
Publication language: English
DOI: https://doi.org/10.1007/s10551-021-04744-0
Open Access: Open access publication published in a hybrid channel
Publication channel open access:
Publication open access:
Publication is parallel published (JYX): https://jyx.jyu.fi/handle/123456789/74014
Abstract
The aim of this longitudinal study was to investigate the temporal dynamics of ethical organisational culture and how it associates with well-being at work when potential changes in ethical culture are measured over an extended period of 6 years. We used a person-centred study design, which allowed us to detect both typical and atypical patterns of ethical culture stability as well as change among a sample of leaders. Based on latent profile analysis and hierarchical linear modelling we found longitudinal, concurrent relations and cumulative gain and loss cycles between different ethical culture patterns and leaders’ well-being. Leaders in the strongest ethical culture pattern experienced the highest level of work engagement and a decreasing level of ethical dilemmas and stress. Leaders who gave the lowest ratings on ethical culture which also decreased over time reported the highest level of ethical dilemmas, stress, and burnout. They also showed a continuous increase in these negative outcomes over time. Thus, ethical culture has significant cumulative effects on well-being, and these longitudinal effects can be both negative and positive, depending on the experienced strength of the culture’s ethicality.
Keywords: organisational culture; ethicality; managers and executives; well-being at work; exhaustion; committing oneself; longitudinal research
Free keywords: ethical culture; longitudinal patterns; ethical strain; burnout; work engagement; leaders
Contributing organizations
Related projects
- Moral work identity: How ethical dilemmas at work and ethical organizational culture shape its development
- Huhtala, Mari
- Academy of Finland
- Managing new intensified job demands through self-regulative resources: A large-scale study across occupations and age groups
- Feldt, Taru
- Academy of Finland
Ministry reporting: No, publication in press
Preliminary JUFO rating: 2