A model of moral justice for medical universities: A structural equation modeling approach to ethical leadership and organizational integrity.

BACKGROUND

Human resources are central to organizational progress, where moral justice plays a key role in promoting fairness, ethics, and sustainable development. In medical universities-where education, clinical care, and administration intersect-moral justice is crucial for maintaining trust and integrity. However, there is a lack of validated models tailored to this unique context.

OBJECTIVE

This study aimed to develop and validate a conceptual model of moral justice tailored to the unique context of medical universities.

MATERIALS AND

METHODS

A sequential explanatory mixed-methods design was used. In the qualitative phase, semi-structured interviews were conducted with 14 experts (HR directors, department heads, and ethics specialists), selected via purposive and snowball sampling. The interviews lasted 45-60 minutes and were thematically analyzed. Rigor was ensured through triangulation, member checking, and audit trails. Based on qualitative findings, a 36-item questionnaire using a 5-point Likert scale was developed and administered to 256 employees across managerial, technical, and administrative roles at Qom University of Medical Sciences. Confirmatory Factor Analysis (CFA) and Structural Equation Modeling (SEM) were conducted via IBM SPSS Amos, Version 29 (IBM Corp., 2023) to validate the measurement model and assess relationships among the constructs. Model fit was evaluated via Comparative Fit Index (CFI) and Root Mean Square Error of Approximation (RMSEA).

RESULTS

The study identified causal factors (e.g., ethical leadership and transparent processes), background factors (e.g., organizational culture and moral values), and intervening factors (e.g., ethical leadership development, and equitable resource distribution) as critical components of moral justice. Strategies such as increasing participation and enhancing accountability were found to drive actionable change, leading to expected outcomes such as transparency, fairness, and increased organizational accountability. The model demonstrated strong fit indices (e.g., CFI = 0.95, RMSEA = 0.05), confirming its validity and reliability.

CONCLUSION

The proposed model provides a robust framework for embedding moral justice into organizational structures, emphasizing the interconnectedness of leadership, culture, policies, and strategies. It offers practical recommendations for fostering a culture of trust, fairness, and integrity. Future research should explore the role of technology in enhancing moral justice and expand the model's applicability to diverse organizational contexts.