David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 35 (4):327-339 (2002)
The paper describes and discusses unethical behavior in organizations, as a result of (interacting) disputable leadership and ethical climate. This paper presents and analyzes the well-known bond trading scandal at Salomon Brother to demonstrate the development of an unethical organizational culture under the leadership of John Gutfreund. The paper argues that leaders shape and reinforce an ethical or unethical organizational climate by what they pay attention to, how they react to crises, how they behave, how they allocate rewards, and how they hire and fire individuals.
|Keywords||ethical climate leadeship organizational culture unethical behavior|
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Citations of this work BETA
Per Sandin (2009). Approaches to Ethics for Corporate Crisis Management. Journal of Business Ethics 87 (1):109 - 116.
Dennis R. Balch & Robert W. Armstrong (2010). Ethical Marginality: The Icarus Syndrome and Banality of Wrongdoing. [REVIEW] Journal of Business Ethics 92 (2):291 - 303.
Ronald Sims (2009). Toward a Better Understanding of Organizational Efforts to Rebuild Reputation Following an Ethical Scandal. Journal of Business Ethics 90 (4):453 - 472.
Mark Gosling & Heh Jason Huang (2009). The Fit Between Integrity and Integrative Social Contracts Theory. Journal of Business Ethics 90 (3):407 - 417.
Rudi Kirkhaug (2010). Charisma or Group Belonging as Antecedents of Employee Work Effort? Journal of Business Ethics 96 (4):647 - 656.
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