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Article

Open Access

Individualism and Collectivism as Moderators of Moral Reasoning and Transformational Leadership Style in the Nigerian Public Sector

Author(s)

Chikelu Okey Felix, Abd Halim B. Ahmad, Rosita Bint Arshad

Full-Text PDF Download XML 1281 Views

DOI:10.17265/1548-6591/2015.07.007

Affiliation(s)

Universiti Utara Malaysia (Northern University of Malaysia), Kedah, Malaysia

ABSTRACT

A plethora of studies reported linkages between ethical reasoning and transformational leadership style, such as moral and ethical leadership, stage of justice reasoning among others. However, few studies investigated the specificities of individual motivational values and belief on the relationship between moral reasoning and transformational leadership style. Nigerians appear to be more collectivistic than individualistic in nature but might be reluctant to compromise personal goals for in-group sentiments due largely to limited resources and opportunities. Few studies on the issue gave conflicting and mixed findings, hence this paper contends that transformational leadership characteristic behaviors facilitate the capacity to know, learn, and anticipate ethical threats that influence the use of post-conventional stage in decision-making. The authors argue that transformational leader’s exhibit features that enhance development opportunities in subordinates as they become emotionally glued to their leaders and their duty. Theoretically, individualism connotes personal well-being while collectivism emphasizes more of obligation to the in-group and the degree to which these variables moderate the relationships with leadership styles remain inconclusive. The authors equally suggest that understanding public leaders’ degree of moral judgment and behavior may contribute to leadership training and development as leader’s core beliefs might affect cognitive processes and behavior in a more hierarchical societies as Nigeria.

KEYWORDS

ethical reasoning, transformational leadership, individualism and collectivism

Cite this paper

Journal of US-China Public Administration, July 2015, Vol. 12, No. 7, 568-577

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