David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
Learn more about PhilPapers
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.
|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
Patrick Maclagan (2007). Hierarchical Control or Individuals' Moral Autonomy? Addressing a Fundamental Tension in the Management of Business Ethics. Business Ethics 16 (1):48–61.
Patrick Maclagan & Tim Campbell (2011). Focusing on Individuals' Ethical Judgement in Corporate Social Responsibility Curricula. Business Ethics 20 (4):392-404.
Similar books and articles
Michael E. Brown (2010). Do Ethical Leaders Get Ahead? Business Ethics Quarterly 20 (2):215-236.
Richard P. Nielsen (1993). Organization Ethics From a Perspective of Praxis. Business Ethics Quarterly 3 (2):131-151.
Marie S. Mitchell (2010). Ethical and Unethical Leadership. Business Ethics Quarterly 20 (4):583-616.
Dawn S. Carlson & Pamela L. Perrewe (1995). Institutionalization of Organizational Ethics Through Transformational Leadership. Journal of Business Ethics 14 (10):829 - 838.
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.
Mick Fryer (2011). Ethics and Organizational Leadership: Developing a Normative Model. Oxford University Press.
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.
Lora L. Reed, Deborah Vidaver-Cohen & Scott R. Colwell (2011). A New Scale to Measure Executive Servant Leadership: Development, Analysis, and Implications for Research. [REVIEW] Journal of Business Ethics 101 (3):415-434.
Joanne B. Ciulla (1995). Leadership Ethics. Business Ethics Quarterly 5 (1):5-28.
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.
Added to index2009-01-28
Total downloads65 ( #33,456 of 1,696,592 )
Recent downloads (6 months)5 ( #115,452 of 1,696,592 )
How can I increase my downloads?