Recently business ethics has become a hot question in different organizations from service, manufacture, agriculture and other sectors. Ethical leadership was proposed as a suitable solution for the development of ethics culture in organizations. Some of the previous studies foundthatmanagers‘ perceptions of their leadership style ethics have significant effects on employees‘ attitudes to it.How-ever, the studies on this fieldhave been quite rare;the results are inconclusive. Thus, theaim of this study was to investigate the relationship between the approaches of managers and employeesabout the ethical leadership style. The study involved 30 managers and 242 subordinates working in different Lithuanian organizations. A perceived ethical leadership style was assessed with Brown(2005b) ques-tionnaire. The study confirmed thatthere is alinear relationship between analyzed variables: the more managers perceive their leadership style as ethical, the more employeesperceive their managers as ethical, too.

Perceived justice at work is important in creating healthy psychological climate in every organization (DeConinck, Stilwell, 2009; Moorman, Niehoff, Organ, 1993; Elovainio, Kivimäki, Vahtera, 2002; Liljegren, Ekberg, 2009; Brown, Berson, 2003). One of the aspects linked with justice at work is group relations. The aim of this study was to analyse the impact of different components of justice on social identification with group in private and public sector. Data consisted of 330 participants from various organizations in Kaunas (45,5 % of respondents were from public and 54,2 % from private organizations). The results revealed that employees from public institutions considered their organizations as more fair. Even though, these employees evaluated the distributed (t = 2,019, p = 0,044) and interactional justice better (t = 3,268, p = 0,005) than employees from private organizations, there was found no significant difference in perception of procedural justice (t = 1,328, p = 0,185). When comparing social identification with group, it was found that respondents from public sector identified with work group stronger (t = 2,859; p = 0,005). In addition, the results showed that respondents who perceived their organization as more fair identified with social work group stronger in both sectors. Nevertheless, different components of organizational justice were important in predicting social identification in public and private institutions. Interactional justice was a predictor of social identification with group in public institutions (F = 11,705; R2 = 0,194), whereas distributed and procedural justice prognosticated social identification in private organizations (F = 32,375; R2 = 0,358). These results could be explained by formal constrains. Public sector is characterized by more formal rules because of which the decisions and processes are perceived as more transparent and fair. [...]

Organizational commitment has attracted considerable attention in organizational behavior research as one of the most important psychological construct which has positive impact on effective work performance (Park, Rainey, 2007; Baotham, 2011), reduced absenteeism and turnover (Suliman, Al-Junaibi, 2010), acceptance and realization of organizational change (Vakola, Nikolaou, 2005), and other important outcomes at individual, organizational and national level. Therefore, achieving organizational effectiveness researchers are further searching new antecedents, which affect employee organizational commitment. The foreign empirical researches revealed that employees’ perception of dominant ethical norms in organization and manager’s transformational behavior based by ethical principals often have positive emotional outcomes and can create appropriate psychological climate to form and enhance organizational commitment. (Martin, Cullen, 2006; Shafer, Wang, 2010). However, there is no obvious answer whether transformational leadership style always enhances ethical organizational climate and in this way creates background for increasing organizational commitment (Sagnak, 2010; Engelbrecht et al., 2005). Therefore focusing attention to encouragement of foreign researchers to discover the alternatives to current assumptions of organizational commitment, we aimed to evaluate how leader’s transformational behaviour and ethical organizational climate, which is under the influence of a leader, help to enhance the level of Lithuanian employees’ organizational commitment. 207 people, working in various organizations in Lithuania, participated in the survey. Global transformational leadership scale (Carless et al., 2000) was used to evaluate transformational leadership style. [...]

Traditions and possible alternatives of the evaluation of leadership effectiveness are analyzed in the article. The empirical research aimed to establish differences between behavioral and transformational leadership methods for the evaluation of leadership effectiveness and to analyze leadership effectiveness’ (according to subordinates) relations to work motivation and commitment.

The article analyzes the professional drivers' risky driving behaviour and its associations with the commitment to the organization. The empirical investigation provides data how age and tenure of a driver is related to organizational commitment and subsequently to risky driving behaviour (lapses, significant errors and intentional violations).

The authors of the article aim at analyzing such a feature of the leader’s personality as risk propensity and its links with real risky behavior. Empirical research enabled to evaluate the significance of different situations to risk propensity and risky behavior.

Leadership domain is attributed to long-term prospects in a modern successfully functioning organization. But practitioners and researchers are lacking for broadly applicable complex instruments that would also be reliable and valid to assess leaders’ leadership e.ectiveness. Therefore this research has been targeted to evaluate psychometric properties (reliability and validity) of Modi(ed Leadership E.ectiveness questionnaire Lithuanian version. Method. The research involved 200 Lithuanian employees from various organizations (60 of them participated in the second measurement and 37 were used for test-retest analysis). All respondents (lled up a questionnaire consisting of Modi(ed Leadership E.ectiveness questionnaire (Heck et al., 2000), N. F. Mott’s (1971) proposed situations to evaluate leadership e.ectiveness (according to Chauhan et al., 2005), Global Transformational Leadership scale (Carless et al., 2000), propositions about employee work motivation (Geneviciute-Janoniene, A. Endriulaitiene, 2010), L. W. Porter et. al (1974) questionnaire of organizational commitment (according to Yousef, 2003) and socio-demographic questions. Results. The research results showed that Modi(ed Leadership E.ectiveness questionnaire was highly reliable. Besides, stability of the test-retest results was an important feature of this instrument. Construct validity was con(rmed by statistically signi(cant correlations between two instruments of leadership e.ectiveness’ measurement and by proved relations between leadership e.ectiveness and transformational leadership, subordinates’ work motivation, organizational commitment. Conclusions. [...]

Background, purpose. Lithuania is named as a leader among other countries in European Union for the number of death on road accidents. Risky behavior of a driver is identified as the main reason for such situation. In this context appropriate and reliable evaluation of risky driving is very important. Practitioners and researchers are lacking for broadly applicable complex instruments that would also be reliable and valid to assess risky driving. Therefore, the main aim of the research was to evaluate psychometric properties (reliability and validity) of Driver behavior questionnaire Lithuanian version. Method. The research involved three groups of participants (young, professional drivers and mixed by age group). The whole sample consisted of 942 drivers. Respondents filled up a questionnaire consisting of Driver behavior questionnaire (Parker et al., 1995), exact questions about remembered accidents on road. 40 participants from young drivers’ group tried driving simulator. Some other questionnaires were added in order to evaluate drivers’ personality traits, attitudes towards risky driving. Results. The research results showed that Driver behavior questionnaire was highly reliable. Besides, stability of the test-retest results was an important feature of this instrument. Exploratory, confirmatory factor and correlation analysis suggested two factor solution for this instrument. Content and criterion validity was confirmed by statistically significant relations between risky driving and aggressiveness, neuroticism, risky attitudes, remembered accidents on road (positive correlations), conscientiousness (negative correlations). Conclusions. In summary, Driving behavior questionnaire Lithuanian version can be labeled as an instrument with appropriate psychometric properties for future research in risky driving field and for application in practice. [...]