The relationship between authentic leadership competences and nepotism, favouritism, and cronyism – the case of the Ghanaian banking sector
Date
2020-11-20
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Abstract
See töö tegeles tõelise juhtimise (TJ) omaduste ja nepotismi ehk onupojapoliitika, subjektiivse soosimise ning tagatoapoliitika (NST) vaheliste seoste uurimisega. Samuti vaadeldi, mil määral on NST uuringutes pööratud tähelepanu juhtimise uurimisele. Koostati süstemaatiline ülevaade juhtimiskäitumise osast NST-uuringutes. Põhjuse ülevaate koostamiseks andis see, et juhid vastutavad organisatsioonis toimuva eest ja vastutavad ka eetiliste standardite järgimise eest. Seega on juhtidel NST-ga tegelemisel oluline roll. Tulemused näitasid, et ainult vähestes NST uuringutes on käsitletud juhtimise rolli, kuid üheski neist ei ole käsitletud TJ-i. Seetõttu tegeleti teises uuringus sellega, kuidas TJ-i omadused mõjutaksid NST-d. Põhjus seisneb selles, et nii TJ kui ka NST toetuvad eetikale. Kui TJ on eetiline (Walumbwa et al., 2008), siis NST-ga tegelevad juhid eetikat ei tunnista (Arasli ja Tumer, 2008). Tõelised juhid on avatud, õiglased, objektiivsed, mõistavad iseennast, kontrollivad oma emotsioone või on tasakaalukad ja käituvad oma eetikanormidele vastavalt. Nepotism ja subjektiivne soosimine pakuvad sugulastele ja sõpradele võimalusi ilma, et organisatsioonis kehtestatud reegleid järgitaks. Sarnane on tagatoapoliitika, mis avaldab poliitiliste parteide liikmetele põhjendamatult suurt mõju, arvestamata organisatsioonis kokkulepitud protsessidega. Esimese ja teise uuringu tulemused viisid kolmandani, kus vaadeldi koos TJ-i ja NST-d, et näha, kuidas nad mõjutavad koos organisatsiooni tõhusust. Andmeid koguti Ghana pangandussektorist, kuna riigis on võimu respekteeriv (ingl power distance) ja kollektivistlik-kogukondlik ühiskond, mis on heaks kasvulavaks NST-le, samuti mängis rolli hiljutine panganduskriis, milles süüdistati pankade juhtimist (Ghana keskpanga aruanne, 2019). Tulemused näitasid, et TJ-l oli NST-le keerukas mõju. Samuti suurendasid ja vähendasid TJ ja NST organisatsiooni tõhusust, eelnimetatud järjekorras. Subjektiivne soosimine nõrgendas TJ-i positiivset mõju organisatsiooni tõhususele, samas kui TJ-i sisemised ja välimised pädevused ja subjektiivne soosimine mõjutasid oluliselt töökoha vahetamise kavatsusi.
The study explored the relationship between authentic leadership (AL) competences and nepotism, favouritism, and cronyism (NFC). It also examined the extent of attention that has been granted to leadership within the context of NFC studies. The study first conducted a systematic review to understand the extent of attention that has been granted to leadership behaviours in studies of NFC. The reason for this systematic review stems from the fact that leaders are responsible for directing the activities within the organization and, are also responsible for ensuring that ethical standards are upheld. Therefore, leaders play a significant role in engaging in NFC. From the findings, it was observed that only a few studies considered the role of leadership in NFC studies, but none has considered AL. Therefore, the second study explored how AL competences would influence NFC. The reason is that both AL and NFC rest on ethics. While AL upholds ethics (Walumbwa et al., 2008), leaders who practice NFC do not uphold it (Arasli and Tumer, 2008). Authentic leaders are open, fair, objective, understand themselves, have control of their emotions or resilient and behave in accordance with their ethical standards. Nepotism and favouritism offer opportunities to relatives and friends without laid down rules within the organization. Similarly, cronyism offers undue influence for their political party members without due regard to laid down processes within the organization. Findings from studies one and two led to study three where the interaction between AL and NFC was tested together to see they both influence organizational effectiveness. Data was gathered from the Ghana banking sector using survey because the country is a power distance and a collectivist society which serves as the foundation for NFC as well as the recent banking crisis which was attributed to the leadership of the banks (Bank of Ghana report, 2019). Findings showed that AL had a mixed influence on NFC. Also, AL and NFC increased and decreased organizational effectiveness, respectively. Favouritism weakened the positive influence of AL on organization effectiveness while AL internal and external competences and favouritism had a significant negative influence on turnover intentions.
The study explored the relationship between authentic leadership (AL) competences and nepotism, favouritism, and cronyism (NFC). It also examined the extent of attention that has been granted to leadership within the context of NFC studies. The study first conducted a systematic review to understand the extent of attention that has been granted to leadership behaviours in studies of NFC. The reason for this systematic review stems from the fact that leaders are responsible for directing the activities within the organization and, are also responsible for ensuring that ethical standards are upheld. Therefore, leaders play a significant role in engaging in NFC. From the findings, it was observed that only a few studies considered the role of leadership in NFC studies, but none has considered AL. Therefore, the second study explored how AL competences would influence NFC. The reason is that both AL and NFC rest on ethics. While AL upholds ethics (Walumbwa et al., 2008), leaders who practice NFC do not uphold it (Arasli and Tumer, 2008). Authentic leaders are open, fair, objective, understand themselves, have control of their emotions or resilient and behave in accordance with their ethical standards. Nepotism and favouritism offer opportunities to relatives and friends without laid down rules within the organization. Similarly, cronyism offers undue influence for their political party members without due regard to laid down processes within the organization. Findings from studies one and two led to study three where the interaction between AL and NFC was tested together to see they both influence organizational effectiveness. Data was gathered from the Ghana banking sector using survey because the country is a power distance and a collectivist society which serves as the foundation for NFC as well as the recent banking crisis which was attributed to the leadership of the banks (Bank of Ghana report, 2019). Findings showed that AL had a mixed influence on NFC. Also, AL and NFC increased and decreased organizational effectiveness, respectively. Favouritism weakened the positive influence of AL on organization effectiveness while AL internal and external competences and favouritism had a significant negative influence on turnover intentions.
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Keywords
management, banking, ethics, Ghana