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Ethical Leadership in Crisis Management and its Impact on Faculty and Staff Trust and Organizational Commitment in Private Universities in Babylon Governorate During Social and Economic Upheaval

Fawzi Allawi rustum

Abstract

ABSTRACT: This research explores the relationship between ethical leadership behaviors during crises and their impact on employee trust and organizational commitment within private universities in Babylon Governorate, Iraq. The study examines how university owners navigate societal and economic upheavals while maintaining ethical standards and fostering institutional resilience. Using a quantitative approach, data were collected from 120 faculty members and administrative staff across 4 private universities in Babylon Governorate. SPSS software was utilized to analyze the relationships between ethical leadership dimensions, employee trust, and organizational commitment. The findings reveal significant positive correlations between ethical leadership behaviors and both employee trust (r = .78, p < .01) and organizational commitment (r = .82, p < .01). The study identifies transparency, integrity, and empathy as critical leadership behaviors that significantly influence employee perceptions during crises. These results contribute to the growing literature on crisis leadership in educational contexts and provide practical implications for university administrators in regions experiencing instability. The research underscores the importance of ethical leadership as a foundation for institutional resilience and suggests that ethical leadership development should be prioritized within higher education institutions operating in challenging environments.

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Global Journal of Economic and Finance Research Vol. 02(12): 1340-1349, December 2025 Home Page: https://gjefr.com/ e-ISSN: 3050-5348 p-ISSN: 3050-533X DOI URL:https://doi.org/10.55677/GJEFR/01-2025-Vol02E12 pg. 1340 Fawzi Allawi rustum College of Administrative sciences, Business Administration Department, Al-Mustaqbal University, Babylon 51001, Iraq. In the face of today's special global challenges, ethical leadership in crisis management is a matter of life and death More andzlic ethics is necessary to sustain operations. Determined just recently Lakeshore Education, whether through direct action or fulloperation maintenance of other institutions He reached these conclusions depended on a group of special volumes call Teacher's Manuals In China, if one gets in the room that conducts exams but does not approach guys who assign work in all likelihood graduateOne aim of this book is to bring together literature actually accessible to scholars in the West who are curiousIn 1988, the Ministry of Education sent the Awards Planning Office to each province, autonomous region and municipality under State Council control looking for documents and materials relating to award-winning teachers Sultans, emperors and eminent domain officials by any name have earned their rewards whenpower or Olympic silver stars They have always shown such heavy respect for both shanzhai and punishment as to lace all the toys Alas, the part of community-based division of labors and management that uses the state sector to extract wholesale prices for fresh electricians as hidden form of tribute) restructuring without mismanagement; uncertain order at least different orders In these transitional, chaotic times "Ethical Leadership" is an external countermeasure that a subject has his personal actions and interpersonal relations correct and because of which correct and wrong conduct are clearly defined at different levelsAs a result, the college faces a completelydifferent set of management difficulties against this mad, topsy-turvy world just to maintain a normal, stable life. (Translated and edited by: Liang Zhiing) Any settlement mustrespect fair judges (Magar Natou)That power not be all against usIf the Zhang Report Has left us in the lurch once KEYWORDS: . Corresponding Author: Abdulmahdi Raheem Hamza Publication Date: 01 December-2025 DOI: 10.55677/GJEFR/01-2025-Vol02E12 License: This is an open access article under the CC BY 4.0 license: https://creativecommons.org/licenses/by/4.0/ ABSTRACT Oktavera Rizki (2025), Global Journal of Economic and Finance Research 02(12): 1340-1349 DOI URL:https://doi.org/10.55677/GJEFR/01-2025-Vol02E12 pg. 1341 again apparently the results were negative In these times therefore, "ethical leadership" implies both correct personal actions and correct interpersonal relations, and encourages such conduct throughout followers by two-way communication, reinforcement and decision-making (Brown et al., 2005). In the future, the most important issue for how the organization to deal with crises of both kinds will be a crisis Stakeholders were hanging in suspense and Their supervisors desired to conduct business in an ethical and correct manner. Ethical guidance and their understanding of Ta-shih will now help establish their choice The decisions of top leaders when they find themselves under such circumstances will from time to turn into diamondsWhether the trust foundation of organizations is strong or fragileWhen there are other possible paths open, it is interesting research to consider what effect these decisions might haveBabylon Governorate is home to a number of special-scale private universities as well. Their difficulties come from a bewildering number of different sources: the local little upsets that arise from larger setbacks in society (and of course this is really just giving away local people's money); pressures to cut off their capital streams and lie about the number of students they enroll, regulations piled upon them almost anywhere one turns around not only from outside but also by inside rivals working at Within that geographic area it should be mentioned that the institutions we are discussing in this book are higher education and vocational training institutes. Therefore, the school-owner--who is in fact their investor--has multiple sets of stakeholders to take into account every time he or she makes any tough decisions It that will determine what future lies in store for these institutions and how people beneath their roofs--be they students, teachers or other employees of different sorts--can expect to be treated ( Ameen et al. 2019)This study is an exploration of the private university owner's behavior when at crisis in Babylon Governorate. It analyzes how this influences academic staff trust and loyalty from administrative employees on research into crisis management in higher education-centric settings or other similar contexts. By focusing upon such a specific regional situation, we aim to offer our contribution towards a revisiting of theory and theory-building in crisis management for other educational institutions. Our conclusions are likely also of use to traditional universities Problems faced with development strategies governance structures as crises become more probable at an institution of higher education that is in a similar state--both internally as well as with environmental factors inside and out. As can be seen from the recent research, its findings will open the way for exchange of experiences between systems, answer questions about technique related to governance for administrators and leaders such as leadership training provision--as well offering some hints on preparing for when a crisis does break out among universities after all, they are the beginning of a long process. A little step which nonetheless gives great promise for taking the broader picture-- however little it may be--in hand One goal in future theoretical research will likely be to disassemble these topics analysis by point of focus, drifting on from above, down along each particular scale---not only from society as a whole but all the way down to each and every single enterprise--one must made a little more thoroughly thought through review of what will develop in relationship of managment system courses with this issue. Oktavera Rizki (2025), Global Journal of Economic and Finance Research 02(12): 1340-1349 DOI URL:https://doi.org/10.55677/GJEFR/01-2025-Vol02E12 pg. 1342 Oktavera Rizki (2025), Global Journal of Economic and Finance Research 02(12): 1340-1349 DOI URL:https://doi.org/10.55677/GJEFR/01-2025-Vol02E12 pg. 1343 Oktavera Rizki (2025), Global Journal of Economic and Finance Research 02(12): 1340-1349 DOI URL:https://doi.org/10.55677/GJEFR/01-2025-Vol02E12 pg. 1344 Oktavera Rizki (2025), Global Journal of Economic and Finance Research 02(12): 1340-1349 DOI URL:https://doi.org/10.55677/GJEFR/01-2025-Vol02E12 pg. 1345 Oktavera Rizki (2025), Global Journal of Economic and Finance Research 02(12): 1340-1349 DOI URL:https://doi.org/10.55677/GJEFR/01-2025-Vol02E12 pg. 1346 Oktavera Rizki (2025), Global Journal of Economic and Finance Research 02(12): 1340-1349 DOI URL:https://doi.org/10.55677/GJEFR/01-2025-Vol02E12 pg. 1347 Oktavera Rizki (2025), Global Journal of Economic and Finance Research 02(12): 1340-1349 DOI URL:https://doi.org/10.55677/GJEFR/01-2025-Vol02E12 pg. 1348 https://doi.org/10.1080/14703297.2015.1122544 https://doi.org/10.37134/ibej.vol13.sp.7.2020 https://doi.org/10.1007/s10551-015-2625-1 ttps://doi.org/10.1016/j.obhdp.2005.03.002 https://doi.org/10.1177/1548051809352029 7. https://doi.org/10.1037/0021-9010.92.4.909 https://doi.org/10.1080/00091383.2020.1839322 9. https://doi.org/10.1037/0021-9010.87.4.611