الفهرس 
الإطار العام للبحثيوجد فقط 14 صفحة متاحة للعرض العام
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المستخلص
Abstract
The Impact of Ethical Leadership on Job Performance
A Case Study of The Employees at
” Benha University Administration ”
The main objective of the study focuses on clarifying the impact of ethical leadership on job performance of employees within organizations by applying to (The employees at the administration of Benha University). Depending on literature review, a descriptive form of the study was proposed that clarifies the dimensions of ethical leadership and job performance. A field survey list was also used as a tool to collect the data which was directed to a sample of employees in the administration of Benha University, and the sample number was (305 subjects) out of the total (1462 of the society), and based on the statistical analyses, the following results were detected:
• The first result: There is a positive relationship between ethical leadership and job performance, as the more ethical leadership is practiced in senior management, the more job performance improves for employees.
• The second result: The study found out a positive, statistically significant effect of the dimensions of ethical leadership on the dimensions of job performance.
Consequently, a set of recommendations have been proposed, as follows:
1-Pinpointing the importance of exercising the moral leadeship of senior management with employees, and encouraging the adoption of ethical values and behavior at work at all levels to improve job performance.
2-Selecting department managers according to modern scientific criteria, far from favoritism and personal considerations, and the involvement of employees in making decisions regarding their work and raising their spirits through the participation of senior management in teamwork.
3-Focusing on human relations with employees, specifically with regard to decisions that concern them, and attention to humanitarian matters for them because it is the basis of psychological and moral support for them at work and the main incentive in improving job performance.
4-Exercising transparenc fairness and equality in distributing bonuses and grants and evaluating performance without discrimination among employees, and taking all necessary measures to follow up their implementation and measuring the extent of their improvement or review in order to create organizations with high efficiency and distinct effectiveness capable of achieving their goals.
5-Notifying employees about the importance of clarity of their roles, following ethical behavior at work, the need to express opinions, ideas, problems and difficulties that they constantly face, and granting them freedom of opinion and expression in order to come to solutions without bypassing or violating labor laws.
6-Encouraging the exchange of experiences, establishing mutual trust, working in a team spirit among employees, and looking for modern, sophisticated and available means to enhance job performance in the organization.
7-Receiving the employees’ opinions and proposals of development and complaints, and encouraging them to submit those proposals or complaints without fear or hesitation, and the higher management must pay attention to responding to them as well as the questions and rumors related to work.