Date of Conferral

7-2-2024

Date of Award

July 2024

Degree

Ph.D.

School

Public Policy and Administration

Advisor

Lori Salgado

Abstract

Whistleblowing is reporting unethical or illegitimate practices witnessed by a member of an organization. Despite the laws and policies protecting whistleblowers in the public sector, many employees who report observed wrongdoings face retaliation. Creating an ethical climate impacts the responsiveness of organizational leaders to whistleblowing, yet little is known about how middle-level managers navigate organizational factors, situational factors, and personal beliefs to create an ethical climate. The current study aimed to bridge the knowledge gap by exploring how middle-level managers in government organizations in California described how organizational and personal factors influence their ability to create an ethical climate that encourages whistleblowing with no bias for retaliation. Kiser and Ostrom’s institutional rational choice theory was used for this study. Data for this generic qualitative inquiry were collected through in-depth interviews with 10 middle-level managers and analyzed using thematic analysis. Four themes emerged to indicate that middle-level managers were willing to create an ethical climate, respond positively to whistleblowing, harness personal factors, and navigate organizational factors to create the desired climate. Participants provided valuable insights into the complex interplay of personal and organizational factors that impact their ability to create an ethical climate. The implications for positive social change include creating a positive work environment that promotes a culture of openness and transparency where prosocial behaviors thrive, and employees may spread positivity to their families and communities, fostering a culture of mutual respect and growth.

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