Workplace Ethics: A Foundation for Sustainable Success

 Shaira Monique M. Velasco

Master in Business Administration | Divine Word College of Laoag

Abstract. Ethical concerns in the workplace have gained significant attention in recent years as organizations navigate increasingly complex issues. Work ethic standards are strictly maintained, as they greatly influence decision-making and conduct among employees and within the organization. Common ethical challenges frequently arise in professional environments. These include discrimination, workplace harassment, conflicts of interest, dishonesty, misuse of company resources, and privacy. Organizations must promote ethical leadership and establish clear policies that encourage responsible behavior to address these ethical issues effectively. Providing ethics training, enforcing accountability, and creating open communication channels can help foster a culture of integrity and respect. Ultimately, promoting ethical behavior contributes to long-term success and sustainability.

Keywords: workplace; ethical issues; discrimination; harassment; conflict of interest

Introduction

According to The Knowledge Academy (2025), workplace ethics refers to the moral principles that guide behavior and decision-making in a professional environment. These principles are the backbone of a respectful, fair, and honest workplace. Ethical issues in the workplace involve challenges in determining what constitutes right, fair, and responsible behavior. Understanding common ethical issues in the workplace is essential for promoting accountability and sustainable practices.

Work ethics play a vital role in an organization, promoting professionalism, trust, and responsibility. Employees with a good work ethic contribute to personal career growth. It helps to improve productivity, strengthen collaboration, and enhance the organization’s reputation. Therefore, Kapur (2020) concluded in his article that it is essential for all individuals to understand that raising awareness of work ethics will make an important contribution to enriching one’s career prospects.

Unethical issues in the workplace can negatively affect employees and organizations. As businesses become more interconnected and diverse, ethical challenges continue to evolve. Organizations must address these challenges effectively to maintain fair, respect, and trust among employees, customers, investors, and society.

Common Ethical Issues in the Workplace

1. Discrimination and Inequality. Discrimination occurs when individuals are treated unfairly based on characteristics such as race, gender, age, religion, disability, or sexual orientation. Inequality refers to unequal pay for similar work, biased hiring and promotion practices, and exclusion from professional opportunities. Organizations should implement inclusion policies to ensure fairness and equal treatment for all employees.

2. Harassment. This is a serious ethical concern that affects employee well-being, safety, dignity, and productivity. It may involve verbal, physical, psychological, or sexual misconduct. Consequences may include emotional distress, reduced job satisfaction, increased employee turnover, and legal liabilities for organizations. Employers must establish procedures for reporting and addressing the issue to help maintain a safe and respectful work environment.

3. Conflict of Interest. Favoring family members in hiring decisions, accepting gifts from suppliers in exchange for favorable treatment, and engaging in business activities that compete with the employer are examples. Transparency and disclosure policies help prevent conflicts of interest.

4. Dishonesty and Fraud. Fraudulent activities and dishonest behavior can significantly harm organizations. Falsifying financial records, misrepresenting qualifications, providing inaccurate reports, and stealing company assets are some of the situations. Strong internal controls and ethical training can reduce the risk of fraudulent behavior.

5. Misuse of Company Resources. Employees are expected to use organizational resources responsibly. Misuse occurs when company property, funds, or time are used for personal gain.

Some related scenarios are excessive personal use of office equipment, unauthorized use of company vehicles, and conducting personal business during work hours. Organizations should establish clear guidelines regarding resource usage.

6. Privacy and Confidentiality Issues. In today's digital workplace, protecting confidential information is a major ethical responsibility. Employees often have access to sensitive data involving customers, clients, and colleagues. Ethical concerns include unauthorized sharing of confidential information, data breaches, improper employee monitoring, and violations of customer privacy. Companies must implement data protection policies and educate employees about privacy responsibilities.

The Role of Ethical Leadership

Ethical leadership has been shown to positively influence employees’ moral behavior, but the strength of the relationship likely varies with several factors (Al Halbusi et al., 2023). Leaders influence employee behavior through their decisions and actions. When leaders demonstrate integrity, fairness, and accountability, employees are more likely to follow ethical standards. Characteristics of ethical leaders include honesty and transparency, accountability, respect, fair decision-making, and commitment to organizational values. Ethical leadership helps build trust, encourages responsible behavior, and strengthens organizational performance.

Organizations can promote ethical behavior through several approaches:

1.        Establish a Code of Ethics. A formal code of ethics provides guidelines for acceptable behavior and decision-making.

2.        Provide Ethics Training. Regular training helps employees recognize ethical dilemmas and respond appropriately.

3.        Encourage Open Communication. Employees should feel comfortable reporting unethical behavior without fear.

4.        Implement Whistle-blower Protection. Organizations should protect individuals who report misconduct in good faith.

5.        Lead by Example. Managers and executives should consistently demonstrate ethical behavior to reinforce organizational values.

Conclusion

Ethical issues in the workplace significantly impact organizational success, employee satisfaction, and public trust. Common concerns such as discrimination, harassment, conflicts of interest, dishonesty, misuse of resources, and privacy violations require proactive management. Ethical leadership and a strong organizational culture play critical roles in preventing misconduct and encouraging responsible behavior. By implementing clear policies, providing ethics training, and fostering transparency, organizations can create a workplace environment that promotes integrity, fairness, and long-term sustainability.

References

Al Halbusi, H., Palomino, P., & Williams, K. (2023). Ethical leadership, subordinates’     moral identity, and self-control: Two- and three-way interaction effect on subordinates’ ethical behavior. Journal of Business Research, 165. Retrieved from             https://www.sciencedirect.com/science/article/pii/SO148296323004022.

Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The    Leadership Quarterly, 17(6), 595–616.

Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2022). Business Ethics: Ethical Decision          Making and Cases (13th ed.). Cengage Learning.

Kapur. R. (2020). Understanding the Meaning and Significance of Work Ethics. ResearchGate.

Robbins, S. P., & Judge, T. A. (2022). Organizational Behavior (19th ed.). Pearson.

The Knowledge Academy. (2025). Retrieved from                     https://www.theknowledgeacademy.com/blog/ethics-in-the-workplace.

Trevino, L. K., & Nelson, K. A. (2021). Managing Business Ethics: Straight Talk About How to Do        It Right (8th ed.). Wiley.

Velasquez, M. G. (2018). Business Ethics: Concepts and Cases (8th ed.). Pearson.

 

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Followership as a determinant of leadership effectiveness in educational organizations

 JENNIFER C. BUNGUBUNG, CPA, MBA

            Schools Division of the City of Batac

            Divine World College of Laoag

Abstract:

Most studies on school leadership only look at the leader or the person in charge, not at how followers matter. Because of this, the focus shifts to what followers do and why it matters. What stands out is how thoughtfulness, getting involved, and taking ownership affect how well leaders work. These actions quietly change the outcomes more than many assume. Effective leadership rarely happens without steady support from below. Behind every strong education leader sits a group acting in ways that make success possible.

 

What stands out is how well a leader does isn’t just about their traits, it is about the building from give-and-take between those leading and those following. Evidence shows education institutions need to grow a mindset where being a thoughtful follower matters.

 

When people follow well, teamwork grows along with honesty and common purpose, helping organizations do better in both performance and learning results. Yet strong leaders can still struggle if those around them stay quiet or get in the way. Looking at how teachers, students, and staff shape leadership shows that influence goes both ways inside education settings, using a blend of data types to uncover patterns. Results show progress depends less on top figures alone but more on having engaged, accountable, and driven participants behind the scenes. Consequently, the concept of outcome orientation highlights the importance of education leadership fostering engagement that increases commitment, ownership, and focus within the team. The true effect will be seen when day-to-day activities demonstrate that there is joint responsibility instead of control by one party.

 

Keywords: Followership, Leadership Effectiveness, Educational Organizations, Institutions, Effective Followership, Organizational Excellence, Followership Styles and Behaviors

Introduction

Followership plays a crucial role in determining how effective leadership is within educational organizations, as it shifts followers from merely complying to actively partnering with leaders. This collaboration helps principals and administrators reach goals such as better student performance and a more positive school culture. In institutions like the Department of Education (DepEd) in the Philippines, where hierarchical systems are common, followers—especially teachers and staff—contribute as co-creators of success through their active involvement, critical thinking, and strong sense of ethics.

For a long time, the influence of the education's top roles has shaped outcomes across schools, systems, and students. Not so much about individual traits now, like the focus shifted from bosses like principals toward shared effort and motion between people involved. Once rooted in personal qualities and actions of those officially in charge (Northouse, 2022), the idea grows wider today, built less on titles and more on interaction.

Working alongside leaders means playing a part in reaching shared goals; the idea sits at the heart of followership (Kelley, 1992; Chaleff, 2009). Inside schools and educational institutions, it isn’t just staff who follow; students do too, shaping choices and rules through their involvement. Because teachers speak up, step forward, or join group work, they help schools run better (Uhl-Bien et al., 2014). When those following struggle, though, trust weakens, teamwork shrinks, and progress slows down.

Even so, followership gets little attention in most leadership theories, especially within school management. Because of this, looking closer at how followers shape leader performance makes sense. Their dynamic matters more than is often acknowledged. With that in mind, this study turns toward understanding followership's role in shaping effective leadership inside education settings.

 

Social Exchange and Leader-Member Relations Theory.

 

According to the Social Exchange Theory (Hollander, 1978), leadership is an interaction where leaders and followers constantly exchange different resources such as support, obligations, trust, and other factors. According to the notion, the quality of the relationship between school leaders and followers is always improving as a result of the cooperative effort on both sides. Leaders who offer advice, encouragement, and acknowledgment are more likely to motivate followers to devote themselves to their schoolwork.

Furthermore, the concept of leader-follower interaction is the Leader-Member Exchange Theory (LMX), proposed by Graen & Scandura in 1987. The LMX approach centers on the relationship between leaders and followers based on the nature of their one-to-one interactions. As the theory says, there exists a range of different leader-member exchanges, and these are classified into either high or low-quality exchanges. The high-quality LMX relations involve trust, mutual respect, open communication, and obligation that lead to better follower performance and increased organizational commitment.

Such theories are highly relevant in studying the notion of educational leadership because they emphasize that the investigation should focus on the interaction between two parties in an organization rather than the characteristics of a leader. The application of Social Exchange Theory and LMX Theory demonstrates that excellent school leadership is achieved by consistent involvement, trust-building, and influence between the leader and the followers.

                       

Followership Styles and Behaviors

 

The success of leadership in education settings depends not only on the visions and methods used by leaders but also on the personality types and behavior of the followers. According to Kelley (1992), depending on how independently one thinks and actively participates in the process, there are five follower types: passive, conformist, alienated, pragmatic, and exemplary. These five types demonstrate that there is no homogeneous category of followers who all relate to the leadership in the same way.

Research has found that qualities of good followers, such as critical thinking and active participation, correlate positively with self-efficacy, organizational commitment, and job satisfaction (Blanchard et al., 2009). In contrast, passive followers may interfere with creative efforts and the progress of the organization. As Kastle and Kniffin (2021) argue, followers are important to organizational success and often the ones responsible for most organizational outcomes. It therefore follows that research on followership should extend to educational organizations, as this would enhance the discourse on leadership by recognizing the contributions of followers in organizational development and leadership effectiveness.

In educational institutions, the nature and characteristics of followership become important in influencing the effectiveness of leadership since they determine how followers interact with their leaders’ vision. The exemplary style of followership can be distinguished by its level of engagement and proactiveness, where competent people make efforts to improve the curriculum to achieve better results among students.

Task-oriented and autonomous followers ensure continuous achievement in daily processes; however, alienated followers, despite their expertise, stay detached from organizational activities since they had previously experienced some difficulties. Conformist followers show a high degree of loyalty and harmony within organizations, although sometimes they lack an independent approach to work. In addition, passive followers make little contribution to the success of an organization, requiring continuous control by leaders. On the other hand, proactive behavior based on idea-sharing, ethical criticism of instructions, commitment, adaptability, and teamwork can serve as essential practices to translate leadership objectives into tangible achievements.

 

Followers as Individuals.

The education level and experience of the followers, as well as their performance and personality qualities, all have an impact on the connection between leaders and followers. First and foremost, followers' educational background has an impact on their knowledge of communication strategies and compliance with the leader’s directions. An increase in education levels results in improved critical thinking skills, decision-making participation, and interaction with the school administration. Second, employment experience influences followership because it promotes self-confidence and competence.

Furthermore, job performance is an important factor in leader and follower interactions. High-performing employees are frequently given extra tasks and increased independence, which improves respect, trust, and communication between leaders and followers (Podsakoff et al., 2000). On the other hand, regular bad performance can lead to tension and limited involvement in the partnership. Furthermore, the power among followers, whether formal or informal, can affect an organization's relationships because individuals with expertise, leadership skills, or strong social networks can shape collective decisions and influence how leaders use the authority.

Finally, there is a significant effect of personality characteristics on working relationships. The personality traits of openness, conscientiousness, agreeableness, and emotional stability contribute to followers' relations with the leader in solving conflicts and addressing any problems. The Differences in individual qualities like education, experience, productivity, authority, and personality affect the effectiveness of interaction within the organization or group. Understanding these factors will help leaders change their style and improve their effectiveness.

 

Conclusion

In conclusion, followership behaviors and styles play an important role in determining how successful the leaders will be in the learning organizations. The nature of the followership, whether passive, conformist, or excellent, plays an important role in the impact of the effectiveness of the leaders in visions and innovations in the organization, even though the focus has always been on leadership.

In education organizations, followership is what makes leaders work well. Teachers and staff take the leader's ideas and turn them into real results, like better student success or stronger teams. They don't just follow orders. They think, change, and improve the plans every day in teaching or office work. This turns big goals, like new programs, into wins like higher performance scores or better group outcomes.

           Followers who do well help create a sense of responsibility, which is important in learning. These followers stand out because they are involved and think critically on their own. On the other hand, followers who are not involved or who do not participate may actually destroy any form of leadership and affect its growth. Learning centers can ensure that leaders and followers work together to accomplish common goals by acknowledging followership as a determinant in leadership effectiveness. Ultimately, good, caring, and dedicated followers mean ensuring that leadership is a group process, and not an individual one.

            In educational organizations such as the Department of Education in the Philippines, it is vital to foster good relationships between leaders and followers, given the current hierarchies. It becomes easier for schools to attain success when educators and employees are encouraged to engage actively and make significant contributions to the school’s growth.
            Recognizing followership as a determinant of leadership effectiveness changes how one sees a group success, placing the follower at the center as someone who participates in the process rather than just being acted upon by the leader. In educational institutions striving for excellence, the development of followership is essential for effective leadership.

 

References:

Blanchard, A. L., Welbourne, J., Gilmore, D., & Bullock, A. (2009). Followership styles and employee attachment to the organization. The Psychologist-Manager Journal.

Chaleff, I. (2009). The courageous follower: Standing up to and for our leaders (3rd ed.). Berrett-Koehler Publishers.

Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. In L. L. Cummings & B. M. Staw (Eds.), Research in organizational behavior (Vol. 9, pp. 175–208). JAI Press.

Hollander, E. P. (1978). Leadership dynamics: A practical guide to effective relationships. Free Press.

Kastle, S., & Kniffin, L. (2021). Chapter 3: Followership. In the Introduction to Leadership Concepts Handbook. FHSU Digital Press.

Kelley, R. E. (1992). The power of followership: How to create leaders people want to follow and followers who lead themselves. Doubleday.

Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). SAGE Publications.

Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research.

Uhl-Bien, M., Riggio, R. E., Lowe, K. B., & Carsten, M. K. (2014). Followership theory: A review and research agenda. The Leadership Quarterly.

 

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Rethinking Managerial Leadership in Government: The Gen Z Effect in Public Sector Transformation

 By Grace M. Turqueza-Rabang

Schools Division of Ilocos Norte

ABSTRACT

            This paper examines the impact of Generation Z on managerial leadership and organizational transformation in government institutions. As public sector organizations face rapid technological advancement, increasing public demand for transparency and efficiency, and shifting workforce demographics, the emergence of Gen Z introduces a new perspective on leadership, governance, and workplace dynamics. Unlike previous generations, Gen Z grew up in a highly digital and interconnected environment, shaping their preference for collaborative leadership, digital integration, inclusivity, and participative decision-making.

            This paper discusses how intergenerational leadership dynamics influence managerial leadership in the public sector, particularly on the interaction of Gen Z with Generation X and Millennial leaders. Differences in communication styles, work values, and approaches to authority and decision-making create both challenges and opportunities. Despite the challenges, these intergenerational differences provide an opportunity for collaboration to strengthen organizational effectiveness by combining institutional experience with innovation and technological competence.

This paper also explores the roles of Gen Z in advancing digital transformation and adaptive leadership. As digital natives, Gen Z contribute to the adoption of e-governance systems, data-driven decision making, and citizen-centric service delivery. Their influence encourages public sector leaders to become more flexible, innovative, and adopt technological leadership approaches to address the evolving demands of governance.

The paper highlights the need to rethink managerial leadership in government by recognizing the influence and impact of Generation Z entering the workforce in shaping adaptive, collaborative, and digitally responsive government institutions.

Keywords: Generation Z, managerial leadership, public sector transformation, digital governance, intergenerational leadership

INTRODUCTION

            Public sector organizations are facing a shift in governance driven by technological advancements, increasing public demands for efficiency and transparency, and changes in the workforce composition. The increasing presence of Generation Z (Gen Z) in the workforce introduces a new perspective in management and leadership. Gen Z's entry to public service challenges the traditional approaches in leadership and the conventional bureaucratic structure often characterized by hierarchy, rigid procedures, and centralized decision-making. As the Millennials assume leadership roles, replacing the Generation X and Baby Boomers in the organizations, the way they were managed and led may no longer apply to the youngest members of the workforce – the Generation Z.

            Generation Z, commonly defined as individuals born in the year 1997-2012, is the most ethnically diverse and technologically sophisticated generation (Institute for Emerging Issues, 2012). Unlike the previous generations, they grew up in an era characterized by rapid technological innovation and global interconnectedness. These factors contributed to their perspective on leadership and organizational engagement. According to Lanier (2017), Gen Z presents unique challenges and opportunities that irretrievably change the way of working. In the context of public service, the entry of Gen Z employees demonstrates a preference for collaborative leadership, digital integration, and participative governance, which may contribute to the much-needed innovation and modernization in the public sector.

Rethinking managerial leadership in government has now become a significant process to undergo. Leaders need to revisit their strategies and embrace new leadership approaches to navigate through generational shifts.

Intergenerational Leadership and Organizational Dynamics in Government

Currently, government organizations are comprised of five generational cohorts – the Silent Generation, Baby Boomers, Generation X, Millennials, and Generation Z. In this regard, the experiences from members of each cohort vary from one another, causing each generation to bring their diversified beliefs, values, goals, work preferences, and attitudes to leadership and the overall management of the workplace (Arrington & Dwyer, 2018). This multigenerational workforce creates a challenge for the leaders of the organization.

As Generation Z enters the workforce, they interact with established leadership cohorts such as Generation X and Millennials. Generation X is often associated with hierarchical management, institutional discipline, and procedural stability, while Millennials tend to adopt a more collaborative and technology-driven approach. In contrast, Generation Z brings distinct characteristics that reshape leadership effectiveness. They seek purpose-driven roles with transparent, supportive leadership (Horton International, 2026). They value inclusivity, flexibility, and participative leadership. These differences influence how the employees respond to the managerial practices in government institutions.

One major area of generational difference is managerial decision-making. The traditional public sector relies on formal authority and centralized decision-making, whereas Gen Z advocates for an inclusive, participatory decision-making process. They prefer open communication, immediate feedback, and collaborative engagement. These contrasting expectations may create a challenge, but they can also be an opportunity for innovation and better collaboration within the organization.

Despite the generational difference, Gen Z and Millennial leaders with the right strategies and approach can foster collaboration to strengthen organizational effectiveness.

Digital Transformation and Adaptive Leadership in Public Sector Management

Gen Z is known to be the most tech-savvy of all generation cohorts and would utilize advanced technology as a means of efficiency to conduct their work and to remain connected amongst their peers across social media platforms (Bako, 2018; Fan et al., 2023). This generation developed alongside rapid digital advancements, including the internet, mobile devices, and social media, which have become integral to their daily lives (Aprilita, 2024).

Generation Z demonstrates high adaptability to technological advancements and digitalization, often innovating and expressing creativity in line with their personal interests and aspirations. As workforce newcomers, Generation Z exhibits a vigorous drive to excel, potentially positively influencing workplace productivity (Pratama et al., 2025).

As government institutions transition to e-governance to foster a digitally empowered and integrated government, Gen Z employees affect managerial leadership by challenging the leadership practices and encouraging more adaptive, technology-driven approaches. With the digital transformation happening in the public sector, managers are expected to become flexible, innovative, and responsive to organizational change.

Recognized as innovators who drive changes in the perception of the workplace, Gen Z are reluctant to adhere to a rigid and hierarchical conventional work system. Instead, they advocate for more flexible, collaborative, and results-oriented work patterns that prioritize innovation (Pratama et al., 2025). As a result, public sector managers are increasingly required to adopt leadership approaches that promote teamwork, transparency, and employee engagement.

Digital transformation in public services involves the integration of digital technologies into every aspect of governance. This integration not only streamlines administrative processes but also enables data-driven decision-making that can significantly improve service delivery (Jerab, 2024). Under this aspect, Gen Z influences managerial leadership with its strong orientation toward technology and data-driven decision-making. Consequently, public managers are now expected to integrate digital tools and e-governance systems to improve efficiency and service delivery, aligning with the shift to data-centric governance. This shift requires leaders to develop digital competence and support innovation within government institutions.

Overall, the emergence of Gen Z in the public sector reshapes managerial leadership by promoting adaptive leadership, digital transformation, and collaborative governance, which are timely in addressing the increasing demands of the public.

CONCLUSION

            The emergence of Generation Z in government institutions is reshaping managerial leadership and accelerating transformation in the public sector. Their preference for collaboration, digital integration, transparency, and participative governance challenges the institution's traditional bureaucratic leadership approaches and encourages more adaptive and innovative management practices. As government organizations navigate generational differences and rapid technological advancement, public sector leaders must rethink conventional leadership strategies and approaches to remain effective and responsive.

            Gen Z’s strong orientation toward technology and data-driven decision making supports the ongoing shift to digital e-governance and modernized public service delivery. While generational differences may create challenges for public sector leaders, this also presents opportunities for collaboration, organizational learning, and innovation. Effective managerial leadership in government institutions requires balancing institutional stability with adaptability, ensuring public organizations remain efficient, citizen-centered, and ready to meet the evolving demands of public governance in this digital age.

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