An experiment on the effect of ethical behavior and leadership role in social tuning

• Main Authors: Acedo, Rowelyn-Joy S., Adajar, Arvin Christian B., Nuguid, Olivia Lou O., Tablada, Mickhaela M.
• Format: text
• Language: English
• Published: Animo Repository 2017
• Subjects: Social acceptance; Social interaction in youth > Philippines; Leadership in adolescents > Philippines; Psychology
• Online Access: https://animorepository.dlsu.edu.ph/etd_bachelors/8900
• Institution: De La Salle University

Social tuning , as a psychological concept, exists within humans' daily interaction that reflects their adjustment within their community or surroundings that may either be positive or negative as they may deem it. As per leadership, an authoritative and influential figure that embodies a social group comes as a source of adjusting one's views to fit to its members. This study will contribute to the understanding of ethical leadership, as well as the social role of a person in a social situation. The impetus for the study is the shared reality theory by Hardin and Higgins (1996). An experiment was conducted on a sample of 120 undergraduate students of De La Salle University in following a 2 x 2 between-subjects factorial design, where factor 1 is behavior (ethical versus unethical and factor 2 is social role (leader versus peer). The social tuning of the subjects to a confederate in the study is the dependent variable. 30 participants have undergone each of the four conditions. As a result of the experiment, there was a significant main effect of the social role variable while for ethical behavior, social tuning does not significantly differ regardless of the leadership style imposed. Due to very little differences in mean scores, there seem to be no interaction effect among both independent variables.