David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
Learn more about PhilPapers
Journal of Business Ethics 17 (15):1727-1736 (1998)
In this article, we focus on the concept of leadership ethics and make observations about transformational, transactional and servant leadership. We consider differences in how each definition of leadership outlines what the leader is supposed to achieve, and how the leader treats people in the organization while striving to achieve the organization's goals. We also consider which leadership styles are likely to be more popular in organizations that strive to maximize short run profits. Our paper does not tout or degrade any of these leadership theories. Instead, it points out which theories allow reason to play more than a minimal role in ethical decision-making, as well as those that are most consistent with a firm's desire to achieve efficiency in the short run. We explain our view that the way leadership is practiced in large, bureaucratic organizations suggests that ethics is often absent from the leader's decision-making process. Consequently, we suggest that before we engage in a meaningful dialogue about what kind of leaders we might really want in business, we must consider how much short-run profit we are willing to forego in exchange for more ethical corporate cultures.
|Keywords||No keywords specified (fix it)|
|Categories||categorize this paper)|
Setup an account with your affiliations in order to access resources via your University's proxy server
Configure custom proxy (use this if your affiliation does not provide a proxy)
|Through your library|
References found in this work BETA
No references found.
Citations of this work BETA
John J. Sosik, Jae Uk Chun & Weichun Zhu (forthcoming). Hang on to Your Ego: The Moderating Role of Leader Narcissism on Relationships Between Leader Charisma and Follower Psychological Empowerment and Moral Identity. Journal of Business Ethics.
Similar books and articles
Ken W. Parry & Sarah B. Proctor-Thomson (2002). Perceived Integrity of Transformational Leaders in Organisational Settings. Journal of Business Ethics 35 (2):75 - 96.
Patrick E. Murphy & Georges Enderle (1995). Managerial Ethical Leadership. Business Ethics Quarterly 5 (1):117-128.
Kevin S. Groves & Michael A. LaRocca (2011). Responsible Leadership Outcomes Via Stakeholder CSR Values: Testing a Values-Centered Model of Transformational Leadership. [REVIEW] Journal of Business Ethics 98 (S1):37-55.
Neil Remington Abramson (2007). The Leadership Archetype: A Jungian Analysis of Similarities Between Modern Leadership Theory and the Abraham Myth in the Judaic–Christian Tradition. [REVIEW] Journal of Business Ethics 72 (2):115 - 129.
George Ofori (2009). Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture. [REVIEW] Journal of Business Ethics 90 (4):533 - 547.
J. Singh (2008). Impostors Masquerading as Leaders: Can the Contagion Be Contained? [REVIEW] Journal of Business Ethics 82 (3):733 - 745.
Joseph C. Rost (1995). Leadership. Business Ethics Quarterly 5 (1):129-142.
Al Gini (1997). Moral Leadership: An Overview. [REVIEW] Journal of Business Ethics 16 (3):323-330.
Kevin S. Groves & Michael A. LaRocca (2011). An Empirical Study of Leader Ethical Values, Transformational and Transactional Leadership, and Follower Attitudes Toward Corporate Social Responsibility. Journal of Business Ethics 103 (4):511-528.
Michael E. Brown (2010). Do Ethical Leaders Get Ahead? Business Ethics Quarterly 20 (2):215-236.
Added to index2009-01-28
Total downloads11 ( #136,492 of 1,101,150 )
Recent downloads (6 months)1 ( #290,630 of 1,101,150 )
How can I increase my downloads?