Attitudinal, motivational and behavioural correlates of ethical leadership in healthcare teams
Competitive demands and the constant pressure for rapid technological, economic and organisational change and improvement have a profound impact on different company environments. Managing organisational change while maximising quality and economic profit without neglecting ethical principles, moral imperatives and professional standards set new demands on leaders' roles and responsibilities in all organisational settings, especially in healthcare institutions. The formation of professional identity, a complex process of integration of personal values and morals with professional standards, can only be achieved through interaction with other professionals. This interprofessional collaboration involves open communication about the professional roles and diverse experiences, as well as the consideration and exchange of different perspectives. Ethical leadership is defined and measured differently, depending on the aspects of leadership the researchers consider to be crucial. Brown, Trevio and Harrison argue that ethical leaders are role models, and their integrity, honesty and fair treatment of employees encourage ethical behaviour within the organisation.