Abstract
Purpose – The purpose of this paper is to examine self-assessed character among Australian
managers in relation to selected demographic variables of these managers, and to establish the initial
psychometric properties of the Virtuous Leadership Scale used to measure dimensions of character.
Design/methodology/approach – Data were collected through a national online survey of
managers utilizing the membership base of the Australian Institute of Management.
Findings – The findings reveal that self-assessed character is multifaceted and varies across specific
demographics (gender, age, level of seniority, years as an executive), and is subject to some degree of
social desirability bias. Further research is warranted to explore these outcomes and relationships.
Research limitations/implications – The study is limited by national culture and management
self-report data that need verification across different national cultures, work settings, and work
groups. The findings indicate that integrity is a key character attribute reported by managers, but the
present results require further validation across industry sectors and other organizational contexts.
Practical implications – The findings suggest the need for further examination of character as an
important component of leadership success, strategy, and impact.
Originality/value – The study identifies attributes of character linked to selected demographic
(personal and professional) variables of practising managers, and points the way for further
examination of the part character has to play in the leadership of organizations.
From India, Coimbatore
733Purpose – The purpose of this paper is to examine self-assessed character among Australian
managers in relation to selected demographic variables of these managers, and to establish the initial
psychometric properties of the Virtuous Leadership Scale used to measure dimensions of character.
Design/methodology/approach – Data were collected through a national online survey of
managers utilizing the membership base of the Australian Institute of Management.
Findings – The findings reveal that self-assessed character is multifaceted and varies across specific
demographics (gender, age, level of seniority, years as an executive), and is subject to some degree of
social desirability bias. Further research is warranted to explore these outcomes and relationships.
Research limitations/implications – The study is limited by national culture and management
self-report data that need verification across different national cultures, work settings, and work
groups. The findings indicate that integrity is a key character attribute reported by managers, but the
present results require further validation across industry sectors and other organizational contexts.
Practical implications – The findings suggest the need for further examination of character as an
important component of leadership success, strategy, and impact.
Originality/value – The study identifies attributes of character linked to selected demographic
(personal and professional) variables of practising managers, and points the way for further
examination of the part character has to play in the leadership of organizations.
From India, Coimbatore
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