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ArticlePeer ReviewedOpen AccessPlagiarism Passed
Paper ID:IJSREM66599

Whistle Blowing and Leadership Style- Indian Context

Stream/Area:

-

Subject:

-

Paper ID:

IJSREM66599

Volume:

10 |

8 |

Aug 2026

Pages:

1-10

Publication Frequency:

Monthly (12 issues per year)

DOI
Digital Object Identifier
10.55041/IJSREM66599

License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.

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Authors

DS

Dr.Sowmya S

Commerce

Bangalore University

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Abstract

India is a democratic country, where people like to be ruled out by democracy as a rule. This culture is identified as leader’s quality too. Leaders are not only born, but can also be created. This is the new theory of leadership. Whistle blowing in simple means reporting by employees about wrongdoing by their employers in the organizations seeking for corrective action to curb the unethical practices which majorly affects the public interest. The present study aims in understanding the nature of whistle blowers which reflects the employee action towards whistle blowing and this forming the base to examine the relationship between whistle blowing and leadership style. The study considers respondents group being classified as reporters, non-reporters and others based on their perception towards reporting behavior when the respondents observe serious wrongdoing in their organization. The autocratic, democratic, paternistic, charismatic and free reign styles of leadership is being considered in testing the hypotheses. The study is empirical in nature, testing the perception of employees working in different sectors of state level public enterprises in Karnataka (India). Out of 524 respondent’s data, the study revealed there is significant relationship between leadership style and employee action towards whistle blowing. The leadership style (autocratic/democratic and charismatic) is significantly associated with employee whistle blowing. The demographic style of leadership is associated with reporting groups (Whistle blowers), while the autocratic style of leadership is mostly associated with non-reporting groups (Non–whistle blowers) and the charismatic leadership is mostly associated with other group (not whistle blowers who are other than whistleblowers and non whistle blowers).

KEYWORDS

Whistle blowing leadership style autocratic democratic and charismatic

Cite This Article

Dr.Sowmya S, "Whistle Blowing and Leadership Style- Indian Context," International Journal of Scientific Research in Engineering and Management, vol. 10, no. 8, pp. 1-10, Aug 2026. https://doi.org/10.55041/IJSREM66599

Full Article/Conclusion

There is a need for democratic style of leadership at the top level. The management support and interaction to employees results in healthy reporting behavior among employees. But unfortunately the presence of leadership style in a leader depends on individual personality traits. This can be dealt by choosing right leader for right issue by the whistle blower. The results reveals that democratic style of leadership encourages whistle blowing and autocratic style of leadership discourage the employees in blowing the whistle and so they are made to keep quite by not reporting the observed wrongdoing. If organization wants to encourage whistle blowing practice among employees, then the leader must be trained in adopting democratic style of leadership to avoid the extremity of the negative situations, which may cause serious injury to the public interests and organization interests at the earliest creating win-win situation.  

References

1.                AC Fernando (2006), Corporate Governance Principles, Policies and Practices Pearson Education 2.                Brown,A., Lewis,D., Moberly,R., Vandekerckhove,W. (2014).International Handbook on Whistleblowing, Edward Elgar Publishing Limited 3.                C.V Baxi(2008), Corporate Governance- Critical issues Excel Books 4.                Caillier, J. G. (2013). Do Employees Feel Comfortable Blowing the Whistle When Their Supervisors Practice Transformational Leadership? International Journal of Public Administration, 36(14), 1020-1028. 5.                Camerer, C. (2001). Protecting whistle blowers: the protected disclosures Act. Organization day, 7 Feburary, p. 21. 6.                Daft, R.L. (2006). The new era of management. International edition. Australia: South Western Thompson. 7.                Daft, R.L. (2006). The new era of management. International edition. Australia: South Western Thompson. 8.                David Murray(2001), Ethics in Organizations 1st Edition Crest Publishing House 9.                Dennis Tourish. The dark side of transformational leadership- A critical perspective, pg:88,89 10.             Eaton, T., & Akers, M.D.( 2007). Whistle blowing and good governance, CPA Journal, 77(6), 66-71

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Publication Date

8/7/2026

Peer Review Type

Double-Blind Peer Review

Review Rounds: 2

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