




































American International Journal of Humanities, Arts and Social Sciences  

Vol. 3, No. 1; 2021 

ISSN 2643-0061   E-ISSN 2643-010X 

Published by American Center of Science and Education, USA 

 

20 

 

THE ROLE OF ETHICAL LEADERSHIP AND 

WHISTLEBLOWING INTENTIONS: MEDIATING APPARATUS 

OF MORAL IDENTITY 
 

Adnan Ismail 

MS Department of Business Administration 

Senior Customer Service Officer 

NRSP Microfinance Bank, Abdul-Hakeem Branch, Pakistan 

E-mail: adnanismail752@gmail.com  

 

K. M. Anwarul Islam 

Associate Professor 

Department of Business Administration 

The Millennium University, Dhaka, Bangladesh  

E-mail: ai419bankingdu@gmail.com 

 

Muhammad Zohaib 

MS Department of Business Administration 

Lecturer 

Superior Group of Colleges, Multan, Pakistan 

E-mail: muhammadzohaib4647@gmail.com  

 

Sana Tasaduq 

Bachelor of Commerce 

Bahauddin Zakariya University, Multan, Pakistan 

E-mail: sanatasaduq29155@gmail.com 

 

Muhammad Ismail 

MS/M.Phil. Business Administration  

Caretaker Officer: CM House. Punjab, Pakistan 

Adjunct faculty member: (Project and Operation Management Dpt.) 

The Islamiya University of Bahawalpur, Punjab, Pakistan 

E-mail: ismailleghari14@gmail.com 

 
 

ABSTRACT 

Separation of strategic approaches and morals prompted various business outrages and 

untrustworthy practices in working environments. This encouraged researchers and practice 

holders to examine significance of ethical quality at work environment. In particular, the job that 

moral chiefs play in advancing positive representative practices is urgent. This examination 

article has featured the part of moral innovators in molding whistleblowing goals of their 

subordinates. Alongside, this exploration article has likewise researched the part of good 

character. An aggregate of four speculations, analyzing the immediate impact of moral initiative 

on moral personality and whistleblowing expectations and meditational job of good character 

mailto:adnanismail752@gmail.com
mailto:ai419bankingdu@gmail.com
mailto:muhammadzohaib4647@gmail.com
mailto:sanatasaduq29155@gmail.com
mailto:ismailleghari14@gmail.com


https://www.acseusa.org/journal/index.php/aijhass          American International Journal of Humanities, Arts and Social Sciences            Vol. 3, No. 1; 2021 

 

21 

 

were proposed. This exploration article embraced a period slacked research article plan and 

gathered data from representative friend dyads at three focuses on schedule. Number of 

respondents was 214; Cross-sectional technique was used for data collection. Respondents were 

selected from different services organizations from Multan. Data was analysed on SPSS and 

AMOS. Results were obtained by applying reliability test, ANOVA, Correlation test, and 

regression test by using PROCESS Macro. Results gained verified that the role of ethical leaders 

in shaping moral identity of employees as well as their whistleblowing intentions. The findings 

suggest that employees working under ethical leaders are inclined to stand up against 

malevolent and unethical practices taking place at their workplace. Thus, organizations must 

hire leaders with higher ethical inclinations and also train the existing leaders about importance 

of ethics. Moreover, this research article has highlighted multiple avenues for future research.   

 

Keywords: Ethical Leadership, Moral Identity, Whistleblowing Intentions, Identity, Social 

Identity Theory.  

INTRODUCTION 

Leaders can influence self-concept of followers such that they can alter or modify the way their 

subordinates see or define themselves, Brown et al. (2006), Aquino and Reed (2002) defined 

moral identity as “a self-conception organized around a set of moral traits” or one can assume it 

as certain features/facets of identity that are concerned with ethical norms and values. Research 

has shown that those who possess a stronger moral identity have greater tendency of acting 

ethically/morally, Patrick et al. (2018). Ethical leaders use their managerial skill and moral 

principles in influencing and directing the behaviours of their employees by guiding them with 

ethical actions, Miceli et al., (1985). Ethical leader shapes the moral identity of their followers 

due to their own ethical and moral values, Mayer et al. (2012). 

Researches shows that whistle blowing intensions will be enhanced in the presence of 

ethical environment in the organizations, Dalton and Radtke (2013). Ethical leaders provide them 

with the necessary psychological safety and employees judge it supportive and worthwhile to 

speak up against immoral practices in ethical environment created by ethical leaders, Tu, Lu, 

Choi, and Guo (2019); Walumbwa and Schaubroeck (2009). Thus, staff functional under ethical 

leader are inclined to develop a strong link with their organization as well as other people at 

work, Brown et al. (2006), and foster sturdier identification with both the principal actor i.e., the 

leader as well as the organization which will increase their voice and whistle blowing behaviours 

at work, Walumbwa and Schaubroeck (2009).  

One of the prime factors that can result in positive outcomes at workplace is leadership 

such that leaders play a noteworthy role in sculpting, encouraging and promoting pro-social and 

constructive/moral voice of employees working under them, Grojean et al. (2004). Role of 

leadership in affecting and influencing subordinates and organizations cannot be denied. 

Precisely, ethical leaders can oblige as role model for their aides who may encourage as well as 

force them to act ethically and morally.  Ethical leaders set clear moral standards and convey 

them such that employees are motivated to report any wrongdoing which gives rise to whistle 

blowing behaviours, Brown et al. (2006). 

 

Gap Analysis & Problem Statement 

Reviewing research on ethical leadership, pointed out that a number of research areas are there 

that should be explored by future researchers specifically, they said that future researchers must 

incorporate new intervening variables between ethical leadership and outcomes. And also 



https://www.acseusa.org/journal/index.php/aijhass          American International Journal of Humanities, Arts and Social Sciences            Vol. 3, No. 1; 2021 

 

22 

 

comprehend role of contextual factors in research article in this leadership style. Same 

suggestions were given by Saha et al. (2019) and researchers were encouraged to survey the 

domain of ethical leadership and its effect on various organizational outcomes.  

An integrative review on ethical leadership by Lemoine et al. (2019) calls scholars to 

observe the underlying links between ethical leadership and its aftermaths. They highlighted that 

a broad range of mediators and moderators should be linked with ethical leadership and 

outcomes. So, recognizing the moderators as well as effects of ethical leadership is a worthy area 

for research Miceli et al. (1985), propose that there is need to investigate new mediating 

components between morality and worker’s positive practices. Also, specialists intermittently 

call for further exploring the connections among leadership and whistleblowing, Bhal et al. 

(2019), Liu et al. (2015). Management scholars contend that that there is a need to explore the 

positive results of ethical leader for organizations and its stakeholders, O'Keefe, Messervey, and 

Squires (2018). Whistleblowing activities are pro-social activities as they mean to serve the 

organizations; along these lines this examination is clarifying the part of ethical leaders in 

forming whistleblowing intentions of workers.  

Ferreira (2017) argued that the intervening variables amongst leadership styles i.e. ethical 

leadership and individual level outcomes should be investigated. In particular, May, Chang and 

Callahan et al. (2000), vied scholars to explore the role of individuals’ morality along with other 

variables against moral issues at work and how do employees deal with them in future 

investigations. Besides, search on whistleblowing argues that moral identity as an important 

individual level factor should be incorporated into research endeavours. Thus, this research is 

research article mediating role of moral identity in the relationship between ethical leadership 

and outcomes. Simply, this research article is contemplating intervening part of moral identity in 

a relationship between leader’s ethical/moral conduct and whistleblowing intents of 

subordinates.  

Leaders are imperative for organizations as they can shape thoughts, behaviours and 

perceptions of their followers, Yukl and Chavez (2002). Though, ethical leadership has been 

extensively studied in management literature, yet a number of queries regarding their impact on 

employee behaviours and attitudes are left unanswered, Ouakouak, Zaitouni, and Arya (2020); 

Zhou et al. (2020). Therefore, researchers argue that with regards to ethical leadership there are 

various inquiries that should be replied, as highlighted in gap analysis section. Explicitly the 

significance of these leaders/managers in moulding subordinate’s moral identity and authorizing 

whistleblowing is a domain that demands exploration. The motivation behind this inspection is to 

verify that how ethical leadership will influence moral character which impacts their extra-role 

yet beneficial practice i.e. whistleblowing intentions. It will likewise discover that whether 

Ethical leadership will elevate the worker’s whistle blowing intentions through individual-level 

mechanism like moral identity. 

 

Research Questions 

 Does ethical leadership affect moral identity of employees?” 

 “Do ethical leaders effect whistleblowing intentions of employees?” 

 “Does moral identity effect whistleblowing intentions of employees?” 

 “Does moral identity mediate the relationship between ethical leadership and 

whistleblowing intentions?” 

 

 



https://www.acseusa.org/journal/index.php/aijhass          American International Journal of Humanities, Arts and Social Sciences            Vol. 3, No. 1; 2021 

 

23 

 

Objectives of this Research  

The objectives are to examine the impact of ethical leadership on employee whistleblowing 

intentions. This research anticipates highlighting the role of ethical leaders in shaping moral self-

conception and whistleblowing intentions of subordinates. Hence the objectives can be 

characterized as: 

 To determine the impact of ethical leadership on moral identity 

 To determine the impact of ethical leadership on whistleblowing intentions of employees 

 To determine the impact of moral identity on whistle blowing intentions. 

 To determine the mediating role of moral identity between ethical leadership and 

whistleblowing intentions 

 

Variable’s Explanation 

 Ethical Leadership is defined as “the demonstration of normatively appropriate 

conduct through personal actions and interpersonal relationships, and the promotion of 

such conduct to followers through two-way communication, reinforcement and ethical 

decision making”, Brown and Trevino (2006). Followers of these leaders are highly 

satisfied with their jobs and least stressed and exhausted, Sharif and Scandura (2014). 

 Moral Identity is defined as “a self-schema/self-definition structured around a set of 

moral traits”, Aquino and Reed (2002). Moral attributes, for example, being caring, 

reasonable, hard - working, and accommodating makes moral identity of an 

entity/person, Aquino et al. (2011). Heightened moral identity spurs moral action.  

 Whistleblowing Intentions are characterized as “the individual’s probability of 

actually engaging in whistle-blowing behavior”, Chiu (2002). Where whistleblowing 

refers to disclosure of any unethical/immoral act to the higher authorities, for rectifying 

those actions. 

 

LITERATURE REVIEW 

Ethical Leadership 

The ethical parts of ethical leadership centres around trustworthiness, genuineness, and judicious 

and principled basic leadership, Eubank, Christensen-Salem et al. (2020). People learn from their 

leaders by watching those actions which are practiced repeatedly, what is compensated or 

acknowledged and what conduct prompts correction/punishment. An ethical leader does this 

through ‘role modelling’ which refers to demonstrating the right conduct by oneself, Yukl 

(2002). Ethical leader are otherwise called moral individuals and moral directors/managers. The 

individual impersonate or copy the approaches, qualities, and practices of their ethical leader, 

Brown and Trevino (2006). At the point when a leader shows ethics and morality through his 

own behaviour and relational influences then he/she is essentially doing ethical leadership, Sharif 

et al. (2014). His/her proactive efforts to persuade ethicality in subordinates and dissuade 

unethical behaviour encompass the moral manager dimension, Walumbwa et al. (2012). Ethical 

managers make ethical expression a part of their management schedule.  

 

Moral Identity 

Studies have proven that moral identity undoubtedly supports prosocial deeds such as 

philanthropy and dejects unethical behaviours including deception, Aquino and Reed (2002). 

Simply put, if individuals sense that ethical values together with being “honest”, 

“compassionate”, “truthful”, and “generous” are significant for defining their identity, they've a 



https://www.acseusa.org/journal/index.php/aijhass          American International Journal of Humanities, Arts and Social Sciences            Vol. 3, No. 1; 2021 

 

24 

 

sturdy moral identification. Being an ethical individual forms a desire to be consistent with one’s 

ethical concepts thru which individuals are inspired to benefit independence from social 

conventions.   

Identities are thought to generate motivation due to a choice for self-consistency or 

aversion to the cognitive dissonance of appearing opposite to at least one’s self-idea. The 

motivation for moral energy in response to moral identity ascends from peoples’ preference for 

self-consistency, Sharif et al. (2014). Simply, a person whose moral identity is self-important is 

innately driven to behave in ways and means that are constant with their information of how a 

moral person should be. As only a few factors of our universal self-ideas can be active at any 

individual time, there's an on-going competition among identities for stimulation. Higher the 

strength of one’s moral identity for self-concept, higher is the probability of its activation and so 

stronger are the chances that one is to act morally, the activation of identities is dependent upon 

environmental stimulation so that moral prompts tend to spur moral identities while cues for self-

interest can displace moral identification. A positive connection of moral identity is found with 

ethical leader, Mayer et al. (2012), reasonable procedures and regulations, and negative 

connection with moral withdrawal and the possibility of unethical conduct in business matters. 

Ethical and socially applauded practices are spurred when moral identity is initiated. Moral 

attributes, for example, being caring, reasonable, and hard - working, and accommodating makes 

moral identity of an individual, Aquino et al. (2011).  It appears to be of prime importance in any 

event as in the thought we have of ourselves as good specialists impacts the reasons we are 

arranged to see as huge, or ought to be arranged to see as critical for our decisions. This shows 

moral character is particular from a theoretical incentive to be advanced or regarded, or as for 

which examinations can be made. Or maybe, moral personality can be viewed as (comprised by) 

a lot of qualities or on the other hand auras which makes us approach matters in specific 

manners, including a mien to take certain qualities, alternatives or types of correlation into 

thought in any case, Sharif and Scandura (2014). 

 

Employee Whistleblowing Intention 

Whistleblowing is an act to expose the unlawful, corrupt or criminal practices of the organization 

or its members to entities (individuals or organizations) which are authorized to take any action 

against them, Miceli et al. (1985). Whistle can be blown by existing employees of the 

organization or its former employees. Whistle blowing is a significant authoritative conduct 

within the sight of a wrongdoing. Whistle blowing is exceptionally useful for organizations when 

the bad behaviour rises at the work environment, Callahan and Dworkin (2000). At the point 

when leaders shows conditions in which rules/regulations promote ethical conduct at exactly that 

point the approach of whistle blowing will be viable, Lewis (2002). There are two kinds of 

whistle blowing one is inner and other is outer whistle blowing. Blowing the whistle to the 

specialists or the general population outside of the organization is called as outside whistle 

blowing and blowing the whistle to people and administrators within an association is called as 

interior whistle blowing, Park et al. (2008).  

Organizational members who witness offense in their workplace lean toward not to 

approach to unveil the bad behaviour and remain quiet because of hazardous and uncertainty 

components related with the whistleblowing conduct. Previously studios on whistleblowing has 

demonstrated that among the elements why workers hesitant to report the wrongdoing is dread of 

counters, notion that such exertion will be vain, fear of negative examinations, work misfortune, 

profession peril, and threat of continuous oppression, Miceli et al. (1985). 



https://www.acseusa.org/journal/index.php/aijhass          American International Journal of Humanities, Arts and Social Sciences            Vol. 3, No. 1; 2021 

 

25 

 

Social Identity Theory 

According to SIT (1985) proposed by Tajfel and Tumer (1985) people categorise themselves and 

others into numerous social groupings, such as administrative affiliation, religious connection, 

and age unit etc. SIT, Tajfel and Tumer (1985) states that self-concept is comprised of a 

“personal-identity” incorporating characteristics such as physical appearances/features skills, 

psychosomatic qualities etc., and “social-identity “covering relevant group taxonomies. Tajfel 

and Turner (1985) while proposing SIT state that individuals tend to maintain positive self-

esteem and for that purpose, they strive to gain a positive social identity. At first individuals sort 

their environment in terms of groups (social categorization) they define themselves in terms of 

the society/organization/group they are a part of and count these referents as in-group whereas 

individuals not belonging to in-groups are out-group. These social groups provide individuals a 

sense of self in social world i.e., a way to define themselves (social identification). To maintain a 

positive self-concept individual, evaluate their in-groups positively and out-groups negatively 

(Social comparison). 

 

HYPOTHESIS DEVELOPMENT 

Hypothesis 1: “Ethical leadership is positively related to whistleblowing intentions” 

Hypothesis 2: “Ethical leadership is positively related to moral identity” 

Hypothesis 3: “Moral identity is positively related to whistleblowing intentions” 

Hypothesis 4: “Moral identity will mediate the relationship between ethical leadership and 

whistle-blowing intentions” 

 

 
Figure 1. Framework 

 

RESEARCH METHODOLOGY 

This research accessed employees and their supervisor’s/leaders in order to find employee 

responses on follower’s moral identity, Whistle blowing, and their ethical leadership. 

Questionnaires comprised of measures of ethical leadership, moral identity and Whistle blowing 

intentions are used as a tool to receive feedback from the employees. 

 



https://www.acseusa.org/journal/index.php/aijhass          American International Journal of Humanities, Arts and Social Sciences            Vol. 3, No. 1; 2021 

 

26 

 

In this research article, target population was employees working in telecom sector of 

Multan. Convenient sampling technique was used due to scarcity of time and resources. 

Respondents were accessed using personal and professional resources and participation in the 

research article was on voluntary basis. Along with a letter mentioning purpose and privacy of 

data was also attached with the questionnaire. 

Respondents who provided data at time 1 were again contacted at time 2 and time 3. 

They were instructed to provide a primary key so that their responses can be matched. 300 

questionnaires were distributed at time1, 300 at T2 and 300 at T3. After matching the responses 

and discarding unusable responses a total of 214 responses were retrieved. Thus, the response 

rate of this research article is 71.3%. 

 

Following Measures Are Used For Obtaining Data 

Ethical Leadership: To measure the Ethical Leadership (EL) scale developed by Wen, P., & 

Chen (2016) is used (10 items). A sample item of Ethical leadership is: “My leader conducts 

his/her personal life in an ethical manner.” Response is obtained from 7-point scale (1 = strongly 

disagree - 7 = strongly agree). Cronbach alpha = 0.84. 

Moral Identity: A scale developed Aquino and Reed (2002) is used (10 items). Sample item 

includes: “I am committed to my moral principles”. Response are obtained from 7-point scale 1 

= strongly disagree - 7 = strongly agree). Cronbach alpha = 0.92. 

Whistle Blowing Intentions: To measure the Whistle blowing Park and Blenkinsopp’s (2009) 

scale is used which consisted of four items. Sample item includes: “I would report it by using 

internal procedures”. Response are obtained from 7-point scale (1 = strongly disagree - 7 = 

strongly agree). Cronbach alpha = 0.89.  

 

The following table gives the instrument summary.  

 

Table 1. Instrument Summary 

 

Variable No of 

items 

Sample item Cronbach alpha 

Ethical 

leadership 
10 

“My leader has the best interests of employees 

in mind” 

“My leader conducts his/her personal life in an 

ethical manner.” 

0.84 

Moral Identity 10 
“The kinds of books and magazines that I read 

identify me as having these characteristics.” 
0.92 

Whistleblowing 

Intentions 
4 

“I would report the issue to immediate 

supervisor” 

“I would report it to upper management” 

0.89 

 

DATA ANALYSIS TOOLS & PROCEDURE 

Data for this research article was gathered by using questionnaires, as described above. Self-

administered questionnaires were distributed to respondents. A cover letter explaining the scope 

and purpose of the research article is also attached. Moreover, respondents were ensured that 

their responses will remain confidential and will not be used for any other purpose except 

analysis. The obtained data was analysed to retrieve results by using SPSS and AMOS software. 



https://www.acseusa.org/journal/index.php/aijhass          American International Journal of Humanities, Arts and Social Sciences            Vol. 3, No. 1; 2021 

 

27 

 

Specifically, preliminary analysis was performed in SPSS (descriptive, reliability, ANOVA, 

correlation). Whereas, CFA was performed in AMOS software. Moreover, to perform regression 

analysis PROCESS macro for SPSS was used.  

Before proceeding, incomplete responses and unengaged responses were identified and 

discarded from further analysis as unengaged and incomplete responses tarnish the findings of 

the research article. After this step a set of 214 useable responses were retrieved. This data was 

gathered and coded in SPSS software. Then, initial analysis was performed such that missing 

values were identified and replaced with neutral values in data sheet. After that reliability 

analysis determined the reliability of instrument used. ANOVA was performed to identify 

control variables.  

Moreover, Correlation analysis ensured discriminant validity and CFA in AMOS 

software ensured convergent validity of responses. At last, regression analysis was done to test 

the main effect and mediation hypothesis. To perform regression analysis, PROCESS by 

Preacher and Hayes macro was used. Detailed results obtained are discussed in the following 

sections. 

 

Confirmatory Factor Analysis 

CFA yielded factor loadings along with model fit indices. The regression score weights of all 

items were greater than 0.3, hence all items loaded distinctly onto their latent variables. The 

factor loadings are given in following Table 2. To establish discriminant and convergent validity 

CFA was performed using AMOS software. A 3 factor model was compared with a single factor 

forced model. Results indicate that three factor model had better fit “(χ²/.Df = 2.79; CFI. = 0.86; 

“GFI”= 0.80;“AGFI”. = 0.75; NFI. = 0.79; RMSEA. = 0.09)” as compared to single factor model 

“(χ²./Df = 5.99; CFI. = 0.59; “GFI”= 0.58;“AGFI”= 0.49; NFI. = 0.55; RMSEA. = 0.15). 

 

Table 2. Measurement Models 

 

“Measurement Models” χ²  Df”

. 

χ²/Df. CFI. GFI. AGFI”. NFI.”  RMSEA” 

EL-MI-WI      

(3 factor) 

662.2 237 2.79 0.86 0.80 0.75 0.79 0.09 

EL-MI-WI  

 (1 factor) 

1451.1 242 5.99 0.59 0.58 0.49 0.55 0.15 

Note: Better fit indices are shown in bold.” 

 

Descriptive Statistics 

Mean values along with Standard Deviations (SD) and correlation are presented in table 3. The 

mean value and SD for EL was 3.55 (SD=1.12); 3.37 (SD=1.467) for MI and 3.84 (SD=1.56) for 

WI. 

 

Correlation 

Correlation analysis provided initial support and directions for the proposed hypothesis. The 

results of correlation analysis revealed that Ethical Leadership (T1) has a positive correlation 

with Moral Identity (T2) (r = .30, p < .001) and Whistleblowing intentions (T3) (r = .33, p < 

.001).   

 



https://www.acseusa.org/journal/index.php/aijhass          American International Journal of Humanities, Arts and Social Sciences            Vol. 3, No. 1; 2021 

 

28 

 

Moreover, Moral identity has a significant positive correlation with whistleblowing intentions (r 

= .58, p < .001). All the values for Pearson coefficient were in acceptable range i.e., r < 0.7 

ensuring discriminant validity of the research article constructs.  

 

Table 3. Correlation Analysis 

 

                                                 Mean      S.D. Gender EL MI WI 

1. Gender  1.61      .487 -    

2. EL (Time 1) 3.56       1.14 -.08 (0.84)   

3. MI (Time 2) 3.37       1.48 -.09 .30** (0.92)  

4. WI (Time 3) 3.84       1.56 -.18 .33** .58** (0.89) 

 

Note: N=213; Alpha Reliabilities are given in parentheses. EL= Ethical Leadership, MI= Moral 

identity, WI=Whistleblowing Intentions 

*Correlation is significant at 0.05 level (2-tailed); ** Correlation is significant at the 0.01 level  

 

RESULTS 

Outcomes of this research article is being retrospection that the association between ethical 

leadership and whistleblowing intentions was also proved (B=.58; p=0.000). Similarly, a positive 

and significant association was found between ethical leadership and moral identity (B=0.28; 

p<0.000). Moreover, a significant positive association was found between moral identity and 

whistleblowing intentions (B=0.18; p<0.01). In summary all direct effect hypothesis were 

proved. 

The mediation hypothesis supported such that results of Sobel test show that moral 

identity mediates the positive relationship between ethical leadership and whistleblowing 

intention. The test of normal theory test highlights a significant mediation of moral identity 

(B=.11; p<.05). Moreover, a non-zero value between upper and lower-level CI (0.01; 0.21) also 

support meditational role of moral identity between ethical leadership and whistleblowing 

intention. Since both Sobel test and Normal theory test are significant thus, we can infer the 

mediational role of moral identity between ethical leadership and whistle-blowing intentions.  

These results are in line with previous researches which confirm that under supervision of 

ethical leaders employees feel empowered and psychologically secure such that they are willing 

to raise voice and speak against any ethical dilemma within their workplace, Chen and Hou 

(2016); Islam et al. (2019); Lam, Loi, Chan, and Liu (2016);  Walumbwa and Schaubroeck 

(2009). The results suggest that ethical leaders’ behaviours serve as a motivational source and 

support system that encourages employees to raise voice against any ethical odds within their 

workplace. 

In similar vein, leaders have a significant influence on their subordinate’s self-identity, 

Moore et al. (2019). These outcomes suggest that when employees work under an ethical leader, 

who actively engages and encourages ethical conduct of subordinates, then they begin to define 

themselves morally and ethically and their moral identity is shaped. In comparable vein, leaders 

are a source of influence for subordinates ‘abilities, convictions and practices. Ethical leaders 

impact their ethical thinking which gives them fearlessness for detailing ethical problems 

(Whistleblowing), Liu et al. (2015) as they recognize the ethical dilemma and damages related 

with it, therefore they give importance to solving the issue and do not fear for the counter or 

negative results they may occur in wake of announcing it to respective authorities.  



https://www.acseusa.org/journal/index.php/aijhass          American International Journal of Humanities, Arts and Social Sciences            Vol. 3, No. 1; 2021 

 

29 

 

Individual’s personality is dynamic as it adapts as the circumstances change, Vallacher et 

al. (2005). Our investigation underpins the possibility that an ethical leader can impact a person's 

ethical self-idea for example moral identity and actuate certain part of one's ethical character 

which shape the consequent practices valuable for organizations and its employees (whistle-

blowing). Ethical leaders also create an ethical atmosphere within workplace which encourages 

the employees to raise voice against illegal and unethical practices taking place in the workplace, 

Kuenzi et al. (2020). Since a company's virtuous atmosphere verify that what ethical lead and 

practices are normal from workers in this way representatives shape their practices likewise, 

Singh et al. (1996). In this way heads of the organizations can keep up morals and implement 

ethical set of principles to make their employees ethical and courageous enough to speak up 

against ethical adversity.  

 

CONCLUSION 

Ethical leadership on employee whistleblowing intentions is playing a vital role in the 

organisation. The results of this research article highlight that ethical leaders encourage followers 

to blow the whistle when they witness any wrongdoing within their environment. Ethical leaders 

impact moral identity of their followers. The present research article has revealed a noteworthy 

positive relation between ethical leadership and moral identity of subordinates which specify that 

ethical leaders can shape identity of their subordinates. Moral identity encourage whistle blowing 

behaviour though whistle blowing intentions. The consequences again supported the idea that 

when individuals give importance to their moral identity then they are willing to blow the whistle 

in case of any ethical dilemma. The results also revealed that ethical leadership behaviours shape 

whistleblowing intentions of their subordinates by highlighting their moral identity. In other 

words, moral identity of subordinates mediates the relationship between ethical leadership and 

whistleblowing intentions.  

 

FINDINGS 

The aim of this research was to explore the influence of leader’s ethical conduct on employee 

voicing behaviours i.e., whistle blowing intentions. Along with, this research also aimed at 

investigating the role that moral identity of follower’s plays in shaping whistleblowing intentions 

and its mediation role in ethical leadership-whistleblowing intentions relationship. The data for 

the research article was gathered by employing a survey method and respondents rated their 

leader’s ethical behaviour, their own moral identity and whistleblowing intentions at T1, T2, and 

T3 respectively. Where T1, T2 and T3 were one week apart. Majority of the respondents were 

females from service sector, working at different managerial levels in different departments.  

Results have proven that the associations previously hypothesized are true to a great extent. A 

total of four hypotheses were recommended, including three main effect hypotheses and one 

mediation hypotheses. The results fully supported the hypothesized relationships. The major 

findings of this research article are discussed below. 

 

REFERENCES 

Aquino, K., & Reed, I. I. (2002). The self-importance of moral identity. Journal of personality 

and social psychology, 83(6), 14-23. 

 



https://www.acseusa.org/journal/index.php/aijhass          American International Journal of Humanities, Arts and Social Sciences            Vol. 3, No. 1; 2021 

 

30 

 

Aquino, K., Freeman, D., Reed II, A., Lim, V. K., & Felps, W. (2009). Testing a social-

cognitive model of moral behaviour: the interactive influence of situations and moral 

identity centrality. Journal of Personality and Social Psychology, 97(1), 123-130. 

 

Aquino, K., mcferran, B., & Laven, M. (2011). Moral identity and the experience of moral 

elevation in response to acts of uncommon goodness. Journal of Personality and Social 

Psychology, 100(4), 703-707. 

 

Bhal, K. T., Verma, M., Gupta, B., & Dadhich, A. (2019, July). Ethical Leadership and Internal 

Whistle-Blowing: A Moderated Mediation Model. In Academy of Management 

Proceedings (Vol. 2019, No. 1, p. 16133). Briarcliff Manor, NY. 

 

Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The 

Leadership Quarterly, 17(6), 595-616. 

 

Callahan, E. S., & Dworkin, T. M. (2000). The state of state whistle blower protection. Am. Bus. 

LJ, 38, 99-104. 

 

Chen, A. S. Y., & Hou, Y. H. (2016). The effects of ethical leadership, voice behaviour and 

climates for innovation on creativity: A moderated mediation examination. The 

Leadership Quarterly, 27(1), 1-13. 

 

Chiu, R. K. (2002). Ethical judgement, locus of control, and whistleblowing intention: A case 

study of mainland Chinese MBA students. Managerial Auditing Journal, 23, 66-75. 

 

Christensen-Salem, A., Walumbwa, F. O., Babalola, M. T., Guo, L., & Misati, E. (2020). A 

multilevel analysis of the relationship between ethical leadership and ostracism: The 

roles of relational climate, employee mindfulness, and work unit structure. Journal of 

Business Ethics, 10, 1-20. 

 

Dalton, D., & Radtke, R. R. (2013). The joint effects of Machiavellianism and ethical 

environment on whistle-blowing. Journal of business ethics, 117(1), 153-172. 

 

Ferreira, A. I. (2017). Leader and peer ethical behavior influences on job embeddedness. 

Journal of Leadership & Organizational Studies, 24(3), 345-356. 

 

Grojean, M. W., Resick, C. J., Dickson, M. W., & Smith, D. B. (2004). Leaders, values, and 

organizational climate: Examining leadership strategies for establishing an 

organizational climate regarding ethics. Journal of business ethics, 55(3), 223-241. 

 

Islam, T., Ahmed, I., & Ali, G. (2019). Effects of ethical leadership on bullying and voice 

behaviour among nurses: mediating role of organizational identification, poor working 

condition and workload. Leadership in Health Services, 32(1), 2-17. 

 



https://www.acseusa.org/journal/index.php/aijhass          American International Journal of Humanities, Arts and Social Sciences            Vol. 3, No. 1; 2021 

 

31 

 

Kuenzi, M., Mayer, D. M., & Greenbaum, R. L. (2020). Creating an ethical organizational 

environment: The relationship between ethical leadership, ethical organizational climate, 

and unethical behavior. Personnel Psychology, 73(1), 43-71. 

 

Lam, L. W., Loi, R., Chan, K. W., & Liu, Y. (2016). Voice more and stay longer: How ethical 

leaders influence employee voice and exit intentions. Business Ethics Quarterly, 26(3), 

277-300. 

 

Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2019). Taking stock of moral approaches to 

leadership: An integrative review of ethical, authentic, and servant leadership. Academy 

of Management Annals, 13(1), 148-187. 

 

Lewis, D. (2002). Whistleblowing procedures at work: what are the implications for human 

resource practitioners?. Business Ethics: A European review, 11(3), 202-209. 

 

Liu, S. M., Liao, J. Q., & Wei, H. (2015). Authentic leadership and whistleblowing: Mediating 

roles of psychological safety and personal identification. Journal of Business 

Ethics, 131(1), 107-119. 

 

Mayer, D. M., Aquino, K., Greenbaum, R. L., & Kuenzi, M. (2012). Who displays ethical 

leadership, and why does it matter? An examination of antecedents and consequences of 

ethical leadership. Academy of Management Journal, 55(1), 151-171. 

 

Miceli, M. P., & Near, J. P. (1985). Characteristics of organizational climate and perceived 

wrongdoing associated with whistle‐blowing decisions. Personnel Psychology, 38(3), 

525-544. 

 

Moore, C., Mayer, D. M., Chiang, F. F., Crossley, C., Karlesky, M. J., & Birtch, T. A. (2019). 

Leaders matter morally: The role of ethical leadership in shaping employee moral 

cognition and misconduct. Journal of Applied Psychology, 104(1), 123-132. 

 

Wen, P., & Chen, C. (2016). How does ethical leadership influence employees' whistleblowing 

intention? Evidence from China. Social Behavior and Personality: An International 

Journal, 44(8), 1255-1266. 

 

O’Keefe, D. F., Messervey, D., & Squires, E. C. (2018). Promoting ethical and prosocial 

behavior: The combined effect of ethical leadership and coworker ethicality. Ethics & 

Behavior, 28(3), 235-260. 

 

Ouakouak, M. L., Zaitouni, M. G., & Arya, B. (2020). Ethical leadership, emotional leadership, 

and quitting intentions in public organizations. Leadership & Organization Development 

Journal. 

 

Park, H., & Blenkinsopp, J. (2009). Whistleblowing as planned behavior–A survey of South 

Korean police officers. Journal of Business Ethics, 85(4), 545-556. 

 



https://www.acseusa.org/journal/index.php/aijhass          American International Journal of Humanities, Arts and Social Sciences            Vol. 3, No. 1; 2021 

 

32 

 

Park, H., Blenkinsopp, J., Oktem, M. K., & Omurgonulsen, U. (2008). Cultural orientation and 

attitudes toward different forms of whistleblowing: A comparison of South Korea, 

Turkey, and the UK. Journal of Business Ethics, 82(4), 929-939. 

 

Patrick, R. B., Bodine, A. J., Gibbs, J. C., & Basinger, K. S. (2018). What accounts for prosocial 

behavior? roles of moral identity, moral judgment, and self-efficacy beliefs. The Journal 

of Genetic Psychology, 179(5), 231-245. 

 

Saha, R., Cerchione, R., Singh, R., & Dahiya, R. (2019). Effect of ethical leadership and 

corporate social responsibility on firm performance: A systematic review. Corporate 

Social Responsibility and Environmental Management, 132-137. 

 

Sharif, M. M., & Scandura, T. A. (2014). Do perceptions of ethical conduct matter during 

organizational change? Ethical leadership and employee involvement. Journal of 

Business Ethics, 124(2), 185-196. 

 

Singh, J., Verbeke, W., & Rhoads, G. K. (1996). Do organizational practices matter in role 

stress processes? A study of direct and moderating effects for marketing-oriented 

boundary spanners. Journal of Marketing, 60(3), 69-86. 

 

Tajfel, H., & Turner, J. C. (1985). The social identity theory of intergroup behavior. In S. 

Worchel & W. G. Austin (Eds.), Psychology of intergroup relations (2nd ed., pp. 7-24). 

Chicago: Nelson-Hall. 

 

Tu, Y., Lu, X., Choi, J. N., & Guo, W. (2019). Ethical leadership and team-level creativity: 

mediation of psychological safety climate and moderation of supervisor support for 

creativity. Journal of Business Ethics, 159(2), 551-565. 

 

Vallacher, R. R., Nowak, A., & Zochowski, M. (2005). Dynamics of social coordination: The 

synchronization of internal states in close relationships. Interaction Studies, 6(1), 35-52. 

 

Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice 

behavior: mediating roles of ethical leadership and work group psychological 

safety. Journal of Applied Psychology, 94(5), 1275. 

 

Yukl, G., & Chavez, C. (2002). Influence tactics and leader effectiveness. Leadership, 139-165. 

 

Zhou, H., Sheng, X., He, Y., & Qian, X. (2020). Ethical Leadership as the Reliever of Frontline 

Service Employees’ Emotional Exhaustion: A Moderated Mediation 

Model. International Journal of Environmental Research and Public Health, 17(3), 976-

987. 

 

Copyrights  

Copyright for this article is retained by the author(s), with first publication rights granted to the 

journal. This is an open-access article distributed under the terms and conditions of the Creative 

Commons Attribution license (https://creativecommons.org/licenses/by/4.0). 


