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首页> 外文期刊>AJOB Primary Research >Perceptions of Ethical Leadership and the Ethical Environment and Culture: IntegratedEthics~(TM) Staff Survey Data from the VA Health Care System
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Perceptions of Ethical Leadership and the Ethical Environment and Culture: IntegratedEthics~(TM) Staff Survey Data from the VA Health Care System

机译：道德领导力和道德环境与文化的感知：VA卫生保健系统的IntegratedEthics〜（TM）员工调查数据

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摘要

Background: To enhance understanding of ethical leadership and the ethical environment and culture (EL/EEC) in the Department of Veterans Affairs (VA) health care system, we mapped selected questions from the VA IntegratedEthics~(TM) Staff Survey (IESS), a national survey of employees' perceptions of ethical practices, to the Ethical Leadership Compass Points (ELC), a tool to help leaders cultivate an environment and culture that makes it easy for employees to "do the right thing." The ELC distills insights and principles from organizational and business ethics and provides leaders with specific behaviors that can be incorporated into daily administrative routines. Methods: We analyzed the responses of 88,605 VA employees to the 2010 IESS questions that previously were mapped to the ELC. Descriptive statistics were used to characterize overall distribution of responses to the survey questions, and Pearson's chi-squared tests were performed to assess differences in responses by employee characteristics. Multiple regression analyses examined the association between perceptions of EL/EEC and perceptions of the organizations' overall ethics quality. Results: Physicians and employees with a higher level of supervisory responsibility were more likely to have the most positive perceptions of EL/EEC and the organization's overall ethics quality. More than three-quarters of the variation in perceptions of overall ethics qualitywas explained by employee perceptions of EL/EEC. The IESS questions that showed the largest associations with perceptions of overall ethics quality addressed fair allocation of resources across programs and services, avoidance of mixed messages that create ethical uncertainty or conflict, fair treatment of employees, and following up on ethical concerns reported by employees. Conclusions: These results support the important relationships between ethical leadership, an organization's environment and culture, and overall ethics quality. Certain ethical leadership practices may have a larger impact on employees' perceptions of overall ethics quality than others.
机译：背景：为了增进对退伍军人事务部（VA）卫生保健系统中道德领导力以及道德环境和文化（EL / EEC）的理解，我们绘制了VA IntegratedEthics〜（TM）员工调查（IESS）中选定的问题，一项针对员工对道德实践观念的全国性调查，通过道德领导者指南针积分（ELC）进行，这是一种工具，可以帮助领导者营造一种环境和文化，使员工易于“做正确的事”。 ELC从组织和商业道德中汲取见解和原则，并为领导者提供可以纳入日常管理程序的特定行为。方法：我们分析了88605名弗吉尼亚州员工对之前映射到ELC的2010年IESS问题的回答。描述性统计数据用于表征对调查问题的总体回答分布，培生（Pearson）的卡方检验用于根据员工特征评估回答差异。多元回归分析检查了对EL / EEC的看法与对组织整体道德素质的看法之间的联系。结果：具有较高监督责任的医师和员工更有可能对EL / EEC和组织的整体道德素质抱有最积极的看法。员工对EL / EEC的看法解释了四分之三以上的整体道德素质观念差异。 IESS问题显示出与整体道德素质的认知之间存在最大的关联，这些问题涉及计划和服务之间资源的公平分配，避免产生道德不确定性或冲突的混合信息，对员工的公平对待以及对员工报告的道德问题的跟进。结论：这些结果支持道德领导力，组织的环境和文化与总体道德素质之间的重要关系。某些道德领导行为可能会对员工的整体道德素质观念产生更大的影响。

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