Dialogic leadership as ethics action (praxis) method

Journal of Business Ethics 9 (10):765 - 783 (1990)
Dialogic leadership as ethics method respects, values, and works toward organizational objectives. However, in those situations where there may be conflicts and/or contradictions between what is ethical and what is in the material interest of individuals and/or the organization, the dialogic leader initiates discussion with others (peers, subordinates, superiors) about what is ethical with at least something of a prior ethics truth intention and not singularly a value neutral, constrained optimization of organizational objectives. Cases are considered where dialogic leadership: (1) helped build ethical organizational culture; (2) was effective; and, (3) as a by-product, produced integrative win-win results. Philosophical foundations for the method as well as differences between dialogic leadership and Theory X forcing leadership, Theory Y win-win integrative leadership, industrial democracy, participative management, action inquiry, and double-loop learning action science are explored. Limitations of the method are also explored.
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DOI 10.1007/BF00383275
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References found in this work BETA
Peter A. French (1979). The Corporation as a Moral Person. American Philosophical Quarterly 16 (3):207 - 215.
George C. S. Benson (1989). Codes of Ethics. Journal of Business Ethics 8 (5):305 - 319.

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