FINAL RESEARCH PAPER

Ethical Leadership & Intrinsic Motivation

David Gaylord
RCLS 470 Administration in RCLS
Dr. Matt Chase
December 4, 2014

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Introduction
The purpose of this research paper is to explore ethical leadership, while also examining
the correlation between employee intrinsic motivation and ethical leadership. This paper will
weigh the numerous outcomes and various aspects that are provided based upon the cohesion of
these fundamental outcomes within an organization. The process will weigh the difference
between intrinsic motivation and extrinsic motivation and how employees perform based upon
these motivations. Through proper research I hope to uncover the different variations of ethical
leadership it takes to achieve intrinsic motivation while also motivating pivotal factors in an
organization as an ethical leader.
Intrinsic Motivation
When referring to intrinsic motivation and extrinsic motivation there are numerous
differences. Intrinsic motivation and extrinsic motivation are formally defined as:
Individuals are intrinsically motivated when they seek enjoyment, interest, satisfaction
of curiosity, self-expression, or personal challenge in the work. Individuals are
extrinsically motivated when they engage in the work in order to obtain some goal that is
apart from the work itself. (Amabile, 1993, p. 186).
This brings about an interesting point as Amabile is saying that an intrinsically motivated person
is more involved in work based upon their enjoyment levels and are open to new challenges. An
intrinsically motivated employee demonstrates a willingness to perform tasks based upon their
passion and a self-motivated attitude. Whereas extrinsically motivated people are motivated by
external factors such as making money, acknowledgement, or any other selfish reasoning. While
both intrinsic and extrinsic motivation have their own positive worth, intrinsic motivation
provides people with a general enjoyment with the task they are performing. With the focus of
intrinsically motivated of employees, Cerasoli (2014) offers an explanation depicting the two

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sides, Extrinsically motivated behaviors are governed by the prospect of instrumental gain and
loss (e.g., incentives), whereas intrinsically motivated behaviors are engaged for their very own
sake (e.g., task enjoyment), not being instrumental toward some other outcome. (Cerasoli et al.,
2014, p. 980). Therefore, intrinsically motivated people are motivated and have a genuine
passion for what they are trying to accomplish because of the enjoyment of the work not by any
external factors.
Ethical Leadership
Business ethics, according to Yang (2012), is the main priority to any corporations work
circle. Paired with the leadership traits associated with a corporation, are the two focal points that
determine the success or failure for a corporation (p. 513). Yidong and Xinxin (2014) also
provides a definition or what an ethical leader looks like, the demonstration of normatively
appropriate conduct through personal actions and interpersonal relationships, and the promotion
of such conduct to followers through two-way communication, reinforcement, and decision
making. (Yidong et al., 2012, p. 442). They also suggest that ethical leadership is a phrase that
encompasses the leader being described as a leader who portrays the same ethics in all walks in
their lives. This point is categorized by Center of Ethical Leadership as, Ethical leadership is
knowing your core values and having the courage to live them in all parts of your life in service
of the common good. (Center of Ethical Leadership, 1991). This definition rounds out the idea
of ethical leadership and its main value system. Overall, ethical leadership is a fundamental
approach to leadership that outlines a leader who stays true to their ultimate value system.
Correlation between Ethical Leadership and Employee Intrinsic Motivation
Research from Yidong and Xinxin (2014) suggest that ethical leadership can supply an
individual the tools to be autonomous by be able to identify the employees strengths and

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weaknesses that the leader is managing. The research that they discovered was that intrinsic
motivation is a byproduct of being put into an autonomous environment thus influencing an
innovative work behavior (p 443). This innovative work behavior gives employees the chance to
be comfortable in their work environment with a steady knowledge and drive to be selfcompetent in their findings, individuals behaviors directed toward the initiation and intentional
introduction of new and useful ideas, processes, products, or procedure within a work role, group
or organization. (Yidong et al., 2014, p.443). This directly feeds toward the motivation factor
whether being intrinsic or extrinsic, it still is implemented. Although, the intrinsic motivation
model is directly correlated to a want to instead of a have to mindset which produces better
quality of work since passion for their work is present. By being an ethical leader, the values are
already at the forefront of the operation, which also brings out an intrinsic motive within the
leader. This point alone is why cohesion is important and weighs heavy upon the directives given
to the employees that allows the employee to innovate ideas based on their stimulation. Cho
(2012) weighs in on this factor by stating that to achieve intrinsic motivation in employees there
are two distinct variables: managerial trustworthiness and goal directedness along with a variable
that is an added bonus which is extrinsic reward expectancy (p. 385). The distinct variables here
are directly correlated with an employees superior and how much they genuinely trust their
employer. Cho (2012) suggests that these factored variables of trust and a direct attend to
enhanced job performance, along with boosted cooperation and quality of work (p. 385).
Overall Results of an Ethical Leader
An ethical leader provides driven results and produces to the morality of an organizations
mission and provides employees with a sustainable innovative environment that stretches the
minds of all involved.

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Ethical leadership encompasses both the morality of duty and obligation to avoid
negative behaviors and the morality of aspirations and positive or praiseworthy
behaviors. Ethical leadership reduces the prevalence of negative characteristics of the
work environments such as unethical behaviors and relationships conflict and it
contributes to the positive characteristics of the work environment such as employees
enjoying their jobs. From top management trickling down to supervisors, ethical leaders
communicate powerfully what is appropriate and preferred behaviors. (Neubert, 2013, p.
270).
Ethical leaders are influencing individuals that create an atmosphere that appeals to employees.
This idea goes back to business ethics and how important it is to provide moral compensation for
reduction of unethical behaviors. By leading in this certain manner, employees develop an
autonomous mindset and thrive through innovation, thus moving the organization from this buy
in from employees. The domino effect is engaged at this point from an intrinsic motivation
perspective. The basis for this outlook is for employee involvement because of the sole fact that
they are enjoying their job. Ethical leadership includes behaviors such as being trustworthy,
inclusive and fair that reflect being a moral person, and behaviors such as punishing unethical
behaviors and communicating the importance of ethics are these central and necessary
components. (Neubert, 2013, p. 273).

Conclusion
After substantial research regarding the effects of ethical leadership and its influence on
employee intrinsic motivation, there are many facets that are affected by the interconnected
product it produces. Achieving intrinsic motivation among employees based on the idea of
ethical leadership is a cohesive measure that blends the two and has a trickle effect. When these
variables are meshed, the outcome guides employees to provide innovative behaviors, gain a

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sense of autonomy, and motivates a passionate work environment. Through ethical leadership,
employees are intrinsically motivated to thoroughly enjoy their work through task enjoyment.
This task of understanding how much ethical leadership influences others to work harder
and with more enjoyment has been astonishing. This process has made me realize that while
extrinsic motivation is gratifying and fairly standard within most organizations, it does not bring
about the inner rewards that are present with intrinsic motivation. Through my research, I have
found that people that enjoy tasks are more likely to become innovative and buy into the
organization. As a leader of people, I understand the implications that are in front of me a lot
more in depth from when I started this process. I gained knowledge of how to be an effective but
ethical leader while already being able to motivate people from within not just with rewards. One
thing that resonated with me an immense amount is by leading in an ethical, well stated way, it
brings about autonomy within the group you are leading which leads them to a task driven stage.
Throughout the process of trying to piece this paper together, it lead me to reflect on multiple
accounts. One of those being as simple as loosening the reins on employees. From my research
finding, employees produce better quality results based on the sole fact of being trusted by their
superior and in good relationship. I know as a leader with my personality I will have to be
uplifting to my staff with an open door to new innovative ideas, looking for rapid continuous
change to have my own market niche.

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References
Amabile, T. M. (1993). Motivational Synergy: Toward New Conceptualizations of Intrinsic and
Extrinsic Motivation in the Workplace. Human Resource Management Review, 185-201.
Cho, Y. J., & Perry, J. L. (2012). Intrinsic motivation and employee attitudes: Role of managerial
trustworthiness, goal directedness, and extrinsic reward expectancy. Review of Public
Personnel Administration, 32(4), 382-406. doi:10.1177/0734371X11421495
Neubert, M. J., Wu, C., & Roberts, J. A. (2013). The influence of ethical leadership and
regulatory focus on employee outcomes. Business Ethics Quarterly, 23(2), 269-296.
doi:10.5840/beq201323217
Yang, C. (2014). Does ethical leadership lead to happy workers? A study on the impact of ethical
leadership, subjective well-being, and life happiness in the chinese culture. Journal of
Business Ethics, 123(3), 513-525. doi:10.1007/s10551-013-1852-6

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Yidong, T., & Xinxin, L. (2013). How ethical leadership influence employees' innovative work
behavior: A perspective of intrinsic motivation. Journal of Business Ethics, 116(2), 441-455.
doi:10.1007/s10551-012-1455-7
Cerasoli, C. P., Nicklin, J. M., & Ford, M. T. (2014). Intrinsic motivation and extrinsic incentives
jointly predict performance: A 40-year meta-analysis. Psychological Bulletin, 140(4), 9801008. doi:10.1037/a0035661
Center for Ethical Leadership. (1991, January 1). Retrieved December 4, 2014, from
http://ethicalleadership.org/about-us/philosophies-definitions/ethical-leadership