This category needs an editor. We encourage you to help if you are qualified.
Volunteer, or read more about what this involves.
Related categories
Siblings:
25 found
Search inside:
(import / add options)   Sort by:
  1. Kleio Akrivou, Dimitrios Bourantas, Shenjiang Mo & Evi Papalois (2011). The Sound of Silence – A Space for Morality? The Role of Solitude for Ethical Decision Making. Journal of Business Ethics 102 (1):119-133.
    Building on research and measures on solitude, ethical leadership theories, and decision making literatures, we propose a conceptual model to better understand processes enabling ethical leadership neglected in the literature. The role of solitude as antecedent is explored in this model, whereby its selective utilization focuses inner directionality toward growing authentic executive awareness as a moral person and a moral manager and allows an integration between inner and outer directionality toward ethical leadership and resulting decision-making processes that will have an (...)
    Remove from this list | Direct download (6 more)  
     
    My bibliography  
     
    Export citation  
  2. Joel Amernic & Russell Craig (2013). Leadership Discourse, Culture, and Corporate Ethics: CEO-Speak at News Corporation. Journal of Business Ethics 118 (2):379-394.
    We explore the language of leadership of global media mogul Rupert Murdoch in 2010, the year before the phone-hacking scandal in the UK came to public attention. Subsequent public enquiries in the UK exposed unethical conduct by staff of News Corporation, a global corporation whose Chairman and CEO was Rupert Murdoch. We focus on the ethical climate fashioned by ‘A Letter from Rupert Murdoch’ that appeared in the opening pages of the annual report of News Corporation for the year ended (...)
    Remove from this list | Direct download (3 more)  
     
    My bibliography  
     
    Export citation  
  3. Barbara Arel, Cathy A. Beaudoin & Anna M. Cianci (2012). The Impact of Ethical Leadership, the Internal Audit Function, and Moral Intensity on a Financial Reporting Decision. Journal of Business Ethics 109 (3):351-366.
    Two elements of corporate governance—the strength of ethical executive leadership and the internal audit function (IAF hereafter)—provide guidance to accounting managers making decisions involving uncertainty. We examine the joint effect of these two factors, manipulated at two levels (strong, weak), in an experiment in which accounting professionals decide whether to book a questionable journal entry (i.e., a journal entry for which a reasonable business case can be made but there is no supporting documentation). We find that ethical leadership and the (...)
    Remove from this list | Direct download (6 more)  
     
    My bibliography  
     
    Export citation  
  4. James B. Avey, Tara S. Wernsing & Michael E. Palanski (2012). Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership. [REVIEW] Journal of Business Ethics 107 (1):21-34.
    The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. In a study with 845 working adults across multiple organizations, the relationships between ethical leadership with positive employee outcomes were examined. Results suggest that ethical leadership is related to both psychological well-being and job satisfaction in employees, but the processes are different. Employee voice mediated the relationship between ethical leadership and psychological well-being. Feelings of psychological ownership mediated the relationship between ethical (...)
    Remove from this list | Direct download (6 more)  
     
    My bibliography  
     
    Export citation  
  5. Eliane Bacha & Sandra Walker (2013). The Relationship Between Transformational Leadership and Followers' Perceptions of Fairness. Journal of Business Ethics 116 (3):667-680.
    Of recent time, there has been a concern about ethical leadership and ethics in business. Research on leadership did not pay a lot of attention to fairness and many authors have studied the relationship between leader fairness and factors such as outcome satisfaction and trust in leader for instance. For the moment, there is no study that focused on the direct relationship between transformational leadership and fairness. That’s why; in this paper our aim is to study the relationship between transformational (...)
    Remove from this list | Direct download (4 more)  
     
    My bibliography  
     
    Export citation  
  6. Kanika T. Bhal & Anubha Dadhich (2011). Impact of Ethical Leadership and Leader–Member Exchange on Whistle Blowing: The Moderating Impact of the Moral Intensity of the Issue. [REVIEW] Journal of Business Ethics 103 (3):485-496.
    Given the prevalence of corporate frauds and the significance of whistle blowing as a mechanism to report about the frauds, the present study explores the impact of ethical leadership and leader–member exchange (LMX) on whistle blowing. Additionally, the article also explores the moderating role of the moral intensity [studied as magnitude of consequences (MOC)] of the issue on this relationship. The article reports results of three experimental studies conducted on the postgraduate students of a premier technology institute in India. Ethical (...)
    Remove from this list | Direct download (7 more)  
     
    My bibliography  
     
    Export citation  
  7. Bernard Burnes & Rune Todnem By (2012). Leadership and Change: The Case for Greater Ethical Clarity. [REVIEW] Journal of Business Ethics 108 (2):239-252.
    This article addresses the relationship between the ethics underpinning leadership and change. It examines the developments in leadership and change over the last three decades and their ethical implications. It adopts a consequentialist perspective on ethics and uses this to explore different approaches to leadership and change. In particular, the article focuses on individual (egoistic) consequentialism and utilitarian consequentialism. The article argues that all leadership styles and all approaches to change are rooted in a set of values, some of which (...)
    Remove from this list | Direct download (7 more)  
     
    My bibliography  
     
    Export citation  
  8. Cam Caldwell, Rolf D. Dixon, Ryan Atkins & Stefan M. Dowdell (2011). Repentance and Continuous Improvement: Ethical Implications for the Modern Leader. [REVIEW] Journal of Business Ethics 102 (3):473-487.
    Although leadership of organizations rarely is discussed in terms of the religious construct of repentance, we propose that repentance and continuous improvement are closely related ideas that profoundly impact individuals and organizations. We identify six parallels between repentance and continuous improvement and then show how these parallels apply to the fundamental principles associated with highly regarded leadership perspectives. We conclude by identifying five contributions of the article to the management literature.
    Remove from this list | Direct download (6 more)  
     
    My bibliography  
     
    Export citation  
  9. Cam Caldwell, Rolf D. Dixon, Larry A. Floyd, Joe Chaudoin, Jonathan Post & Gaynor Cheokas (2012). Transformative Leadership: Achieving Unparalleled Excellence. [REVIEW] Journal of Business Ethics 109 (2):175-187.
    The ongoing cynicism about leaders and organizations calls for a new standard of ethical leadership that we have labeled “transformative leadership.” This new leadership model integrates ethically-based features of six other well-regarded leadership perspectives and combines key normative and instrumental elements of each of those six perspectives. Transformative leadership honors the governance obligations of leaders by demonstrating a commitment to the welfare of all stakeholders and by seeking to optimize long-term wealth creation. Citing the scholarly literature about leadership theory, we (...)
    Remove from this list | Direct download (6 more)  
     
    My bibliography  
     
    Export citation  
  10. Kim Cameron (2011). Responsible Leadership as Virtuous Leadership. Journal of Business Ethics 98 (S1):25-35.
    Responsible leadership is rare. It is not that most leaders are irresponsible, but responsibility in leadership is frequently defined so that an important connotation of responsible leadership is ignored. This article equates responsible leadership with virtuousness. Using this connotation implies that responsible leadership is based on three assumptions—eudaemonism, inherent value, and amplification. Secondarily, this connotation produces two important outcomes—a fixed point for coping with change, and benefits for constituencies who may never be affected otherwise. The meaning and advantages of responsible (...)
    Remove from this list | Direct download (8 more)  
     
    My bibliography  
     
    Export citation  
  11. Dawn S. Carlson & Pamela L. Perrewe (1995). Institutionalization of Organizational Ethics Through Transformational Leadership. Journal of Business Ethics 14 (10):829 - 838.
    Concerns regarding corporate ethics have grown steadily throughout the past decade. In order to remain competitive, many organizational leaders are faced with the challenge of creating an ethical environment within their organization. A model is presented showing the process and elements necessary for the institutionalization of organizational ethics. The transformational leadership style lends itself well to the creation of an ethical environment and is suggested as a means to facilitate the institutionalization of corporate ethics. Finally, the benefits of using transformational (...)
    Remove from this list | Direct download (5 more)  
     
    My bibliography  
     
    Export citation  
  12. Chin-Yi Chen & Chin-Fang Yang (2012). The Impact of Spiritual Leadership on Organizational Citizenship Behavior: A Multi-Sample Analysis. [REVIEW] Journal of Business Ethics 105 (1):107-114.
    This study investigates and compares the impact of spiritual leadership on organizational citizenship behavior in finance and retail service industries to determine the possibility of generalizing and applying spiritual leadership to other industries. This study used multi-sample analysis of structural equation modeling. The results show that values, attitudes, and behaviors of leaders have positive effects on meaning/calling and membership of the employees, and further facilitate employees to perform excellent organizational citizenship behaviors, including the altruism of assisting colleagues and the responsible (...)
    Remove from this list | Direct download (6 more)  
     
    My bibliography  
     
    Export citation  
  13. Peter deMaCarty (2009). Financial Returns of Corporate Social Responsibility, and the Moral Freedom and Responsibility of Business Leaders. Business and Society Review 114 (3):393-433.
    A number of theorists have proposed mechanisms suggesting that corporate social responsibility produces better financial results. Others subscribe to the theory that, realistically, less ethical means are necessary. This article contains an analysis of these perspectives drawing on observations from evolutionary game theory and nature. Based on these analyzes, it is concluded that the financial returns of corporate social responsibility and irresponsibility (CSR and CSI) are equal on average. The explanation is that CSR and CSI are driven to a state (...)
    Remove from this list | Direct download (5 more)  
     
    My bibliography  
     
    Export citation  
  14. Dan Demetriou (2013). The Virtues of Honorable Business Executives. In Mike Austin (ed.), Virtues in Action: New Essays in Applied Virtue Ethics. Palgrave Macmillan. 29-38.
    Although most cultures have held honorableness to be a virtue of the first importance, contemporary analytic ethicists have just begun to consider honor’s nature and ethical worth. In this essay, I provide an analysis of the honor ethos and apply it to business ethics. Applying honor to business may appear to be a particularly challenging task, since (for reasons I discuss) honor has traditionally been seen as incompatible with commerce. Nonetheless, I argue here that two of the central virtues of (...)
    Remove from this list |
    Translate to English
    | Direct download  
     
    My bibliography  
     
    Export citation  
  15. Ann C. Dzuranin, Rebecca Toppe Shortridge & Pamela A. Smith (2013). Building Ethical Leaders: A Way to Integrate and Assess Ethics Education. [REVIEW] Journal of Business Ethics 115 (1):101-114.
    The Building Ethical Leaders using an Integrated Ethics Framework (BELIEF) Program was introduced in 2006 at the Northern Illinois University College of Business. The Program was developed to support two learning objectives: (1) increase students’ awareness of ethical issues and (2) strengthen their decision-making abilities regarding these ethical issues. This article provides an overview of the development and integration of this Program. We also provide assessment data on our two learning objectives. The assessment measures improvement from 2005, before the implementation (...)
    Remove from this list | Direct download (4 more)  
     
    My bibliography  
     
    Export citation  
  16. R. Edward Freeman & Ellen R. Auster (2011). Values, Authenticity, and Responsible Leadership. Journal of Business Ethics 98 (S1):15-23.
    The recent financial crisis has prompted questioning of our basic ideas about capitalism and the role of business in society. As scholars are calling for “responsible leadership” to become more of the norm, organizations are being pushed to enact new values, such as “responsibility” and “sustainability,” and pay more attention to the effects of their actions on their stakeholders. The purpose of this study is to open up a line of research in business ethics on the concept of “authenticity” as (...)
    Remove from this list | Direct download (6 more)  
     
    My bibliography  
     
    Export citation  
  17. Kevin Gibson & John R. Boatright (2011). Letters and Responses. Business Ethics Quarterly 21 (3):527-531.
    Remove from this list | Direct download (5 more)  
     
    My bibliography  
     
    Export citation  
  18. Sean T. Hannah, Bruce J. Avolio & Fred O. Walumbwa (2011). Relationships Between Authentic Leadership, Moral Courage, and Ethical and Pro-Social Behaviors. Business Ethics Quarterly 21 (4):555-578.
    Organizations constitute morally-complex environments, requiring organization members to possess levels of moral courage sufficient to promote their ethical action, while refraining from unethical actions when faced with temptations or pressures. Using a sample drawn from a military context, we explored the antecedents and consequences of moral courage. Results from this four-month field study demonstrated that authentic leadership was positively related to followers’ displays of moral courage. Further, followers’ moral courage fully mediated the effects of authentic leadership on followers’ ethical and (...)
    Remove from this list | Direct download (5 more)  
     
    My bibliography  
     
    Export citation  
  19. Svetlana Holt & Joan Marques (2012). Empathy in Leadership: Appropriate or Misplaced? An Empirical Study on a Topic That is Asking for Attention. Journal of Business Ethics 105 (1):95-105.
    Leadership has become a more popular term than management, even though it is understood that both phenomena represent important organizational behaviors. This paper focuses on empathy in leadership, and presents the findings of a study conducted among business students over the course of 3 years. Finding that empathy consistently ranked lowest in the ratings, the researchers set out to discover the driving motives behind this invariable trend, and conducted a second study to obtain opinions about possible underlying factors. The paper (...)
    Remove from this list | Direct download (6 more)  
     
    My bibliography  
     
    Export citation  
  20. Fahri Karakas & Emine Sarigollu (2012). Benevolent Leadership: Conceptualization and Construct Development. [REVIEW] Journal of Business Ethics 108 (4):537 - 553.
    This research examines benevolent leadership and makes three key contributions to organizational research. The first contribution is a theoretical one; the development of a theory-grounded conceptual model of benevolent leadership based on four streams of creating common good in organizations: morality, spirituality, vitality, and community. The second contribution is the development of an instrument (Benevolent Leadership Scale) to measure the construct of benevolent leadership. This scale is composed of four dimensions: Ethical Sensitivity, Spiritual Depth, Positive Engagement, and Community Responsiveness. The (...)
    Remove from this list | Direct download (6 more)  
     
    My bibliography  
     
    Export citation  
  21. Raymond Loi, Long W. Lam & Ka Wai Chan (2012). Coping with Job Insecurity: The Role of Procedural Justice, Ethical Leadership and Power Distance Orientation. [REVIEW] Journal of Business Ethics 108 (3):361-372.
    This study examines the relationship between procedural justice and employee job insecurity, and the boundary conditions of this relationship. Drawing upon uncertainty management theory and ethical leadership research, we hypothesized that procedural justice is negatively related to job insecurity, and that this relationship is moderated by ethical leadership. We further predicted that the moderating relationship would be more pronounced among employees with a low power distance orientation. We tested our hypotheses using a sample of 381 workers in Macau and Southern (...)
    Remove from this list | Direct download (6 more)  
     
    My bibliography  
     
    Export citation  
  22. Eddy S. Ng & Greg J. Sears (2012). CEO Leadership Styles and the Implementation of Organizational Diversity Practices: Moderating Effects of Social Values and Age. [REVIEW] Journal of Business Ethics 105 (1):41-52.
    Drawing on strategic choice theory, we investigate the influence of CEO leadership styles and personal attributes on the implementation of organizational diversity management practices. Specifically, we examined CEO transformational and transactional leadership in relation to organizational diversity practices and whether CEO social values and age may moderate these relationships. Our results suggest that transformational leadership is most strongly associated with the implementation of diversity practices. Transactional leadership is also related to the implementation of diversity management practices when either CEO social (...)
    Remove from this list | Direct download (6 more)  
     
    My bibliography  
     
    Export citation  
  23. Ayşe Begüm Ötken & Tuna Cenkci (2012). The Impact of Paternalistic Leadership on Ethical Climate: The Moderating Role of Trust in Leader. [REVIEW] Journal of Business Ethics 108 (4):525 - 536.
    The purpose of this empirical study is to investigate the effect of paternalistic leadership (PL) on ethical climate and the moderating role of trust in leader. Convenience sampling is used as a sampling procedure and the data were obtained from 227 Turkish employees. The findings indicated that PL had some effect on ethical climate. Furthermore, partial support was found for the moderating effect of trust in leader on the relationship between PL and ethical climate. The results of the study showed (...)
    Remove from this list | Direct download (5 more)  
     
    My bibliography  
     
    Export citation  
  24. Suzanne Shale (2012). Moral Leadership in Medicine: Building Ethical Healthcare Organizations. Cambridge University Press.
    Machine generated contents note: Preface; Acknowledgements; 1. Why medicine needs moral leaders; 2. Creating an organizational narrative; 3. Understanding normative expectations in medical moral leadership; Prologue to chapters four and five; 4. Expressing fiduciary, bureaucratic and collegial propriety; 5. Expressing inquisitorial and restorative propriety; Epilogue to chapters four and five; 6. Understanding organizational moral narrative; 7. Moral leadership for ethical organizations; Appendix 1. How the research was done; Appendix 2. Accountability for clinical performance: individuals and organisations; Appendix 3. A brief (...)
    Remove from this list | Direct download  
     
    My bibliography  
     
    Export citation  
  25. Christian Voegtlin, Moritz Patzer & Andreas Georg Scherer (2012). Responsible Leadership in Global Business: A New Approach to Leadership and Its Multi-Level Outcomes. [REVIEW] Journal of Business Ethics 105 (1):1-16.
    The article advances an understanding of responsible leadership in global business and offers an agenda for future research in this field. Our conceptualization of responsible leadership draws on deliberative practices and discursive conflict resolution, combining the macro-view of the business firm as a political actor with the micro-view of leadership. We discuss the concept in relation to existing research in leadership. Further, we propose a new model of responsible leadership that shows how such an understanding of leadership can address the (...)
    Remove from this list | Direct download (6 more)  
     
    My bibliography  
     
    Export citation