Abstract
Purpose - This paper aims to examine self-assessed character among Australian managers concerning selected demographic variables and establish the initial psychometric properties of the Virtuous Leadership Scale for character measurement.
Design/methodology/approach - Data were collected through a national online survey of managers using the Australian Institute of Management membership base.
Findings - The study reveals that self-assessed character is multifaceted, varying across specific demographics (gender, age, seniority level, years as an executive), and influenced by social desirability bias to some extent. Further research is needed to explore these outcomes and relationships.
Research limitations/implications - The study's scope is constrained by national culture and self-report data, necessitating verification across various national cultures, work settings, and groups. While integrity emerges as a key character attribute among managers, additional validation is required across industry sectors and organizational contexts.
Practical implications - The findings underscore the importance of delving deeper into character as a critical element of leadership success, strategy, and influence.
Originality/value - The research identifies character attributes associated with selected demographic variables of practicing managers, paving the way for further exploration of character's role in organizational leadership.
Purpose - This paper aims to examine self-assessed character among Australian managers concerning selected demographic variables and establish the initial psychometric properties of the Virtuous Leadership Scale for character measurement.
Design/methodology/approach - Data were collected through a national online survey of managers using the Australian Institute of Management membership base.
Findings - The study reveals that self-assessed character is multifaceted, varying across specific demographics (gender, age, seniority level, years as an executive), and influenced by social desirability bias to some extent. Further research is needed to explore these outcomes and relationships.
Research limitations/implications - The study's scope is constrained by national culture and self-report data, necessitating verification across various national cultures, work settings, and groups. While integrity emerges as a key character attribute among managers, additional validation is required across industry sectors and organizational contexts.
Practical implications - The findings underscore the importance of delving deeper into character as a critical element of leadership success, strategy, and influence.
Originality/value - The research identifies character attributes associated with selected demographic variables of practicing managers, paving the way for further exploration of character's role in organizational leadership.
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