L’impact du leadership éthique chez le professeur universitaire sur la fraude académique
Mots-clés :
Academic dishonesty, ethical leadership, ethical climate, university professor, Moroccan university, Fraude académique, Leadership éthique, Climat éthique, Professeur universitaire, Université marocaineRésumé
La notion de l’éthique suscite un intérêt croissant depuis les dernières années chez les praticiens et chez la communauté scientifique et ce, dans l’ensemble des domaines et des sphères de la société. La mise en place des codes d’éthiques et déontologiques est devenu désormais une nécessité dans le milieu organisationnel afin de refléter une image positive et altruiste et démontrer le responsabilité et l’implication de l’organisation vis-à-vis de la société. D’autres milieux tel que le milieu académique, considérés comme étant non conventionnels, traitent également de l’éthique au niveau des réglementations et des pratiques ; toutefois, on retrouve peu d’études qui se sont attardées sur l’éthique dans ce milieu non traditionnel. Dans le cadre de cette recherche, nous nous sommes penchés sur le sujet de l’éthique dans le milieu universitaire particulièrement, dans le contexte des universités marocaines. Lorsqu’il s’agit du milieu académique, le comportement non éthique qui se distingue le plus est la fraude académique. Plusieurs facteurs peuvent être déterminants quant à l’adoption du comportement de fraude, on retrouve l’influence du leader et dans ce travail de recherche, le professeur universitaire est considéré comme étant un exemple à suivre, on retrouve également le climat éthique que les étudiants peuvent considérer comme une référence quant à l’adoption du comportement de fraude. Cette recherche vise donc à identifier l’influence directe et indirecte que peut avoir le leadership éthique chez le professeur universitaire sur la fraude académique.
Abstract: The notion of ethics has aroused growing interest in recent years among practitioners and the scientific community, in all fields and spheres of society. The establishment of codes of ethics and professional conduct has now become a necessity in the organizational environment in order to reflect a positive and altruistic image and demonstrate the responsibility and involvement of the organization towards society. Other environments such as the academic environment, considered to be unconventional, also deal with ethics at the level of regulations and practices; however, there are few studies that have focused on ethics in this non-traditional setting. As part of this research, we looked at the subject of ethics in the university environment, particularly in the context of Moroccan universities. When it comes to academic environment, the unethical behavior that stands out the most is academic dishonesty. Several factors can be determining factors in the adoption of fraudulent behavior, we find the influence of the leader and in this research work, the university professor is considered to be an example to follow, we also find the ethical climate that students can consider as a reference as to the adoption of the behavior of fraud. This research therefore aims to identify the direct and indirect influence that the professor’s ethical leadership can have on academic fraud.
Références
Arnaud, A. (2006). A new theory and measure of ethical work climate: The Psychological Process Model (PPM) and the Ethical Climate Index (ECI). Unpublished Ph.D., University of Central Florida, United States -Florida.
Arnaud, A., & Schminke, M. (2007). Ethical work climate: A weather report and forecast. In S. W. Gilliland, D. D. Steiner, & D. P. Skarlicki (Eds.), Research in social issues in management: Managing social and ethical issues in organizations, 5, 181-227.
Bandura, A. (1971). Social learning theory. New York : General Learning Press.
Bandura, A. (1971). Social learning theory. New York : General Learning Press.
Bowers, W. J. (1964). Student dishonesty and its control in college. New York: Bureau of Applied Social Research, Columbia University.
Brown, M. E., Trevino L. K. & Harrison D. (2005). Ethical Leadership: A Social Learning Perspective for Construct Development and Testing. Organizational Behavior and Human Decision Processes 97, 117–134.
Davis, S. F., Grover, C. A., Becker, A. H., & McGregor, L. N. (1992). Academic dishonesty: Prevalence, determinants, techniques, and punishments. Teaching of Psychology, 19, 16–20.
Dickson, M. W., Smith, D. B., Grojean, M. W., & Ehrhart, M. (2001). An organizational climate regarding ethics: The outcome of leader values and the practices that reflect them. The Leadership Quarterly, 12 (2), 197-217.
Fave-Bonnet Marie-Françoise (2015). Éthique et évaluation des étudiants à l’Université. Université Paris Ouest Nanterre, 14 pages.
Gavard-Perret, M.-L, Gotteland, D., Haon C. et Jolibert A. (2012). Méthodologie de la recherche en sciences de la gestion, 2eédition, Paris, Pearson France, 415 pages.
Hitt, W. D. (1990). Ethics and leadership : Putting theory into practice. Colombus : Battelle Press.
Huberman, M., & Miles, M.B. (1991). Analyse des données qualitatives: recueil de nouvelles méthodes. Bruxelles: De Boeck Université.
Jansen, E. & Von Glinow, M. A. (1985). Ethical ambivalence and organizational reward systems. Academy of Management Review, 814-822.
Kohlberg, Lawrence (1980). High school democracy and educating for a just community. Moral Eduction : A First Generation of Research and Development, Ralph L. Mosher (Ed.) New York, Praeger Publishers, 20-57.
Kohlberg, Lawrence (1985). The Just Community Approach to MoraJ Education in Theory and Practice. In Moral Education: Theory and Application, edited by M. W. Berkowitz and F. Oser, 27-88. HillsdaJe, N.J.: Erlbaum.
Marshall Leisa L. et Varnon Anthony W. (2017). Attack on Academic Dishonesty : what ‘lies’ ahead. Journal of Academic Administration in Higher Education, 13 (2), 31-40.
Mayer ; David M., Kuenzi, Maribeth & Greenbaum, Rebecca L. (2009). Making ethical climate a mainstream management topic a review, critique and prescription for the empirical research on ethical climate. Psycological Perspectives on Ethical Behaviour and Decision Making, 181-213.
Mayer, David M. ; Aquino, Karl ; Greenbaum, Rebecca L. & Kuenzi, Maribeth (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55 (1) 151–171.
McCabe Donald L., Trevino Linda Klebe et Butterfield Kenneth D. (2001). Cheating in Academic Institutions : A decade of research. Ethics & Behavior, 11 (3), 219-232.
McCabe, D. L. & Treviño, L. K. (1993). Academic dishonesty: Honor codes and other contextual influences. Journal of Higher Education, 64, 522-538.
McCabe, D. L. & Treviño, L. K. (1997). Individual and contextual influences on academic dishonesty: A multicampus investigation. Research in Higher Education, 38, 379-396.
McCabe, D. L., Treviño, L. K., & Butterfield, K. D. (1996). The influence of collegiate and corporate codes of conduct on ethics-related behavior in the workplace. Business Ethics Quarterly, 6, 461-476.
McCabe, D. L., Treviño, L. K., & Butterfield, K. D. (1999). Academic integrity in honor code and non-honor code environments: A qualitative investigation. Journal of Higher Education, 70, 211-234.
McCabe, Donald L.; Trevino, Linda Klebe & Butterfield, Kenneth D. (2002). Honor Codes and other contextual influences on academic integrity : A replication and extension to modified honor code settings. Research in Higher Education, 43 (3), 357-378.
Mihelic, Katarina Katja ; Lipicnik, Bogdan & Tekavcic, Metka (2010). Ethical leadership. International Journal of Management and Information Systems, 14 (5), 31-41.
O'Neill, Heather M. and Pfeiffer, Christian A. (2008). The Impact of Honor Codes on Academic Cheating Within Liberal Arts Colleges. Business and Economics Faculty Publications, Paper 2, 10 pages.
Piccolo, R. F., Greenbaum, R., den Hartog, D. N., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31, 259-278.
Rest, J. R. (1986). Moral Development: advances in Research and Theory. Praeger: New York, NY.
Sarstedt, Marko ; Ringle, Christian M. and Hair, Joseph F. (2017). Partial Least Squares Structural Equation Modeling. Handbook of Market Research, C. Homburg et al. (eds), Springer International Publishing, 41 pages.
Schein, E. H. (1985). Organizational Culture and Leadership. San Francisco: Jossey-Bass.
Trevino, L. K., Hartman, L. P. & Brown, M. E. (2000). Moral person and moral manager : How executives develop a reputation for ethical leadership. California Management review, 42 (4), 128-142.
Vardi, Y. (2001). The effects of organizational and ethical climates on misconduct at work. Journal of Business Ethics, 29, 325-337.
Victor B. & Cullen J. B. (1988). The Organizational Bases of Ethical Work Climates. Administrative Science Quaterly, 33 (1),101-125.
Victor, B. & Cullen J. B. (1987). A theory and measure of ethical climate in organizations. Research in corporate social performance and policy, 9, 51-71.
Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94, 1275–1286.
Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115, 204-213.
