Search results for 'leadership' (try it on Scholar)

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  1. Joan Poliner Shapiro (2001). Ethical Leadership and Decision Making in Education: Applying Theoretical Perspectives to Complex Dilemmas. L. Erlbaum Associates.score: 18.0
    The authors developed this textbook in response to an increasing interest in ethics, and a growing number of courses on this topic that are now being offered in educational leadership programs. It is designed to fill a gap in instructional materials for teaching the ethics component of the knowledge base that has been established for the profession. The text has several purposes: First, it demonstrates the application of different ethical paradigms (the ethics of justice, care, critique, and the profession) (...)
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  2. 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.score: 18.0
    Leadership which lacks ethical conduct can be dangerous, destructive, and even toxic. Ethical leadership, though well discussed in the literature, has been tested empirically as a construct in very few studies. An empirical investigation of ethical leadership in Singapore's construction industry is reported. It is found that ethical leadership is positively and significantly associated with transformational leadership, transformational culture of organization, contingent reward dimension of transactional leadership, leader effectiveness, employee willingness to put in extra (...)
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  3. Sen Sendjaya (2005). Morality and Leadership: Examining the Ethics of Transformational Leadership. [REVIEW] Journal of Academic Ethics 3 (1):75-86.score: 18.0
    Morality is a critical factor in leadership that its absence could turn an otherwise powerful leadership model (i.e. transformational leadership) into a disastrous outcome. The importance of morality for leaders is self-evident in light of the far-reaching effects of leaders' actions or inaction on other people. Such proposition necessitates the discourse in the objectivity of universal moral principles as the legitimate basis of a sound understanding of moral leadership. Examining transformational leadership from a moral-laden perspective, (...)
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  4. Julian Barling, Amy Christie & Nick Turner (2008). Pseudo-Transformational Leadership: Towards the Development and Test of a Model. [REVIEW] Journal of Business Ethics 81 (4):851 - 861.score: 18.0
    We develop and test a model of pseudo-transformational leadership. Pseudo-transformational leadership (i.e., the unethical facet of transformational leadership) is manifested by a particular combination of transformational leadership behaviors (i.e., low idealized influence and high inspirational motivation), and is differentiated from both transformational leadership (i.e., high idealized influence and high inspirational motivation) and laissez-faire (non)-leadership (i.e., low idealized influence and low inspirational motivation). Survey data from senior managers (N = 611) show differential outcomes of (...)
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  5. Cam Caldwell, Linda A. Hayes, Patricia Bernal & Ranjan Karri (2008). Ethical Stewardship – Implications for Leadership and Trust. Journal of Business Ethics 78 (1-2):153 - 164.score: 18.0
    Great leaders are ethical stewards who generate high levels of commitment from followers. In this paper, we propose that perceptions about the trustworthiness of leader behaviors enable those leaders to be perceived as ethical stewards. We define ethical stewardship as the honoring of duties owed to employees, stakeholders, and society in the pursuit of long-term wealth creation. Our model of relationship between leadership behaviors, perceptions of trustworthiness, and the nature of ethical stewardship reinforces the importance of ethical governance in (...)
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  6. Jack McCann & Roger Holt (2009). Ethical Leadership and Organizations: An Analysis of Leadership in the Manufacturing Industry Based on the Perceived Leadership Integrity Scale. [REVIEW] Journal of Business Ethics 87 (2):211 - 220.score: 18.0
    Ethics has been identified as a significant issue among those in leadership positions. The purpose of this research was to assess the ethics and integrity of leaders in today's manufacturing environment as perceived by their employees. This study included a total of 10 manufacturing companies in the United States. A total of 59 surveys were used to calculate data for this study. A demographic survey and the Perceived Leader Integrity Scale (PLIS) were used to collect data from respondents. The (...)
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  7. Louis W. Fry & Melanie P. Cohen (2009). Spiritual Leadership as a Paradigm for Organizational Transformation and Recovery From Extended Work Hours Cultures. Journal of Business Ethics 84 (2):265 - 278.score: 18.0
    Various explanations are offered to explain why employees increasingly work longer hours: the combined effects of technology and globalization; people are caught up in consumerism; and the "ideal worker norm," when professionals expect themselves and others to work longer hours. In this article, we propose that the processes of employer recruitment and selection, employee self-selection, cultural socialization, and reward systems help create extended work hours cultures (EWHC) that reinforce these trends. Moreover, we argue that EWHC organizations are becoming more prevalent (...)
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  8. Marvin T. Brown (2006). Corporate Integrity and Public Interest: A Relational Approach to Business Ethics and Leadership. [REVIEW] Journal of Business Ethics 66 (1):11 - 18.score: 18.0
    This paper approaches the question of corporate integrity and leadership from a civic perspective, which means that corporations are seen as members of civil society, corporate members are seen as citizens, and corporate decisions are guided by civic norms. Corporate integrity, from this perspective, requires that the communication patterns that constitute interpersonal relationships at work exhibit the civic norm of reciprocity and acknowledge the need for security and the right to participate. Since leaders are members of corporate relationships, their (...)
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  9. Morela Hernandez (2008). Promoting Stewardship Behavior in Organizations: A Leadership Model. [REVIEW] Journal of Business Ethics 80 (1):121 - 128.score: 18.0
    This article explores the relational and motivational leadership behaviors that may promote stewardship in organizations. I conceptualize stewardship as an outcome of leadership behaviors that promote a sense of personal responsibility in followers for the long-term wellbeing of the organization and society. Building upon the themes presented in the stewardship literature, such as identification and intrinsic motivation, and drawing from other research streams to include factors such as interpersonal and institutional trust and moral courage, I posit that leaders (...)
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  10. Olivier Boiral, Mario Cayer & Charles M. Baron (2009). The Action Logics of Environmental Leadership: A Developmental Perspective. [REVIEW] Journal of Business Ethics 85 (4):479 - 499.score: 18.0
    This article examines how the action logics associated with the stages of consciousness development of organizational leaders can influence the meaning, which these leaders give to corporate greening and their capacity to consider the specific complexities, values, and demands of environmental issues. The article explores how the seven principal action logics identified by Rooke and Torbert (2005, Harvard Business Review 83 (4), 66–76; Opportunist, Diplomat, Expert, Achiever, Individualist, Strategist and Alchemist) can affect environmental leadership. An examination of the strengths (...)
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  11. Kim Cameron (2011). Responsible Leadership as Virtuous Leadership. Journal of Business Ethics 98 (S1):25-35.score: 18.0
    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 (...)
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  12. Gül Selin Erben & Ayşe Begüm Güneşer (2008). The Relationship Between Paternalistic Leadership and Organizational Commitment: Investigating the Role of Climate Regarding Ethics. [REVIEW] Journal of Business Ethics 82 (4):955 - 968.score: 18.0
    One of the important factors influencing perceptions of the existence of an ethical climate is leader behaviors. It is argued that paternalistic leadership behaviors are developed to humanize and remoralize the workplace. In various studies, leadership behaviors and climate regarding ethics were evaluated as antecedents of organizational commitment. In this sense, the purpose of this study is to investigate the relationship between paternalistic leadership behaviors, climate regarding ethics and organizational commitment. Data were obtained from 142 individuals. Results (...)
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  13. Thomas Maak & Nicola M. Pless (2006). Responsible Leadership in a Stakeholder Society – a Relational Perspective. Journal of Business Ethics 66 (1):99 - 115.score: 18.0
    We understand responsible leadership as a social-relational and ethical phenomenon, which occurs in social processes of interaction. While the prevailing leadership literature has for the most part focussed on the relationship between leaders and followers in the organization and defined followers as subordinates, we show in this article that leadership takes place in interaction with a multitude of followers as stakeholders inside and outside the corporation. Using an ethical lens, we discuss leadership responsibilities in a stakeholder (...)
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  14. Daniel E. Palmer (2009). Business Leadership: Three Levels of Ethical Analysis. [REVIEW] Journal of Business Ethics 88 (3):525 - 536.score: 18.0
    Research on the normative aspect of leadership is still a relatively new enterprise within the mainstream of leadership studies. In the past, most academic inquiry into leadership was grounded in a social scientific paradigm that largely ignored the ethical substance of leadership. However, perhaps because of a number of public and infamous cases of failure in business leadership, in recent years there has been renewed interest in the ethical side of leadership in business. This (...)
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  15. David Knights & Majella O’Leary (2006). Leadership, Ethics and Responsibility to the Other. Journal of Business Ethics 67 (2):125 - 137.score: 18.0
    Of recent time, there has been a proliferation of concerns with ethical leadership within corporate business not least because of the numerous scandals at Enron, Worldcom, Parmalat, and two major Irish banks – Allied Irish Bank (AIB) and National Irish Bank (NIB). These have not only threatened the position of many senior corporate managers but also the financial survival of some of the companies over which they preside. Some authors have attributed these scandals to the pre-eminence of a focus (...)
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  16. Allen Morrison (2001). Integrity and Global Leadership. Journal of Business Ethics 31 (1):65 - 76.score: 18.0
    This paper addresses the role of integrity in global leadership. It reviews the philosophy of ethics and suggests that both contractarianism and pluralism are particularly helpful in understanding ethics from a global leadership perspective. It also reviews the challenges to integrity that come through interactions that are both external and internal to the company. Finally, the paper provides helpful suggestions on how global leaders can define appropriate ethical standards for themselves and their organizations.
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  17. Abraham Carmeli & Zachary Sheaffer (2009). How Leadership Characteristics Affect Organizational Decline and Downsizing. Journal of Business Ethics 86 (3):363 - 378.score: 18.0
    While studies have investigated the moral issue associated with downsizing, little research attention has been directed to leaders’ behaviors that result in organizational decline and eventually lead them to make a downsizing decision. This study tests a sequence-based model to assess (1) the impact of leaders’ risk-aversion and self-centeredness on organizational decline and downsizing and (2) the impact of organizational and industry decline on organizational downsizing. We address a gap in the decline literature that has only implicitly alluded to (...) characteristics as forerunners of decline. Data collected from 85 firms indicate that both leadership risk-aversion and self-centeredness are significantly related to organizational decline. This results in intensified organizational downsizing. However, industry decline affects downsizing more significantly. (shrink)
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  18. Joanne B. Ciulla (ed.) (2004). Ethics, the Heart of Leadership. Praeger.score: 18.0
    The scope of the issues -- The moral relationship between leaders and followers -- The morality of leaders : motives and deeds -- Puzzles and perils of transformational leadership.
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  19. 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.score: 18.0
    Several leadership and ethics scholars suggest that the transformational leadership process is predicated on a divergent set of ethical values compared to transactional leadership. Theoretical accounts declare that deontological ethics should be associated with transformational leadership while transactional leadership is likely related to teleological ethics. However, very little empirical research supports these claims. Furthermore, despite calls for increasing attention as to how leaders influence their followers’ perceptions of the importance of ethics and corporate social responsibility (...)
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  20. Gabriel Flynn (2008). The Virtuous Manager: A Vision for Leadership in Business. [REVIEW] Journal of Business Ethics 78 (3):359 - 372.score: 18.0
    This article seeks to contribute to a vision for leadership in business based on a recovery of virtue. The vision for leadership articulated here draws principally on the writings of the classical philosopher Aristotle and of the contemporary philosopher Josef Pieper. Without discounting the ever-increasing complexity of modern business, this essay will attempt to reconstruct Aristotle’s emphasis on virtue and moral character, and argues for the philosopher’s relevance to modern management and corporate leadership. The paper concludes that (...)
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  21. 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.score: 18.0
    This article introduces a new scale to measure executive servant leadership, situating the need for this scale within the context of ethical leadership and its impacts on followers, organizations and the greater society. The literature on servant leadership is reviewed and servant leadership is compared to other concepts that share dimensions of ethical leadership (e.g., transformational, authentic, and spiritual leadership). Next, the Executive Servant Leadership Scale (ESLS) is introduced, and its contributions and limitations (...)
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  22. 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.score: 18.0
    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 (...)
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  23. Thomas Maak (2007). Responsible Leadership, Stakeholder Engagement, and the Emergence of Social Capital. Journal of Business Ethics 74 (4):329 - 343.score: 18.0
    I argue in this article that responsible leadership (Maak and Pless, 2006) contributes to building social capital and ultimately to both a sustainable business and the common good. I show, first, that responsible leadership in a global stakeholder society is a relational and inherently moral phenomenon that cannot be captured in traditional dyadic leader–follower relationships (e.g., to subordinates) or by simply focusing on questions of leadership effectiveness. Business leaders have to deal with moral complexity resulting from a (...)
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  24. R. Edward Freeman & Ellen R. Auster (2011). Values, Authenticity, and Responsible Leadership. Journal of Business Ethics 98 (S1):15-23.score: 18.0
    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” (...)
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  25. Kathleen R. Kesson & James G. Henderson (2010). Reconceptualizing Professional Development for Curriculum Leadership: Inspired by John Dewey and Informed by Alain Badiou. Educational Philosophy and Theory 42 (2):213-229.score: 18.0
    Almost a hundred years ago, John Dewey clarified the relationship between democracy and education. However, the enactment of a 'deeply democratic' educational practice has proven elusive throughout the ensuing century, overridden by managerial approaches to schooling young people and to the standardized, technical preparation and professional development of teachers and educational leaders. A powerful counter-narrative to this 'standardized management paradigm' exists in the field of curriculum studies, but is largely ignored by mainstream approaches to the professional development of educators. This (...)
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  26. Linda M. Sama & Victoria Shoaf (2008). Ethical Leadership for the Professions: Fostering a Moral Community. [REVIEW] Journal of Business Ethics 78 (1-2):39 - 46.score: 18.0
    This paper examines the professions as examples of “moral community” and explores how professional leaders possessed of moral intelligence can make a contribution to enhance the ethical fabric of their communities. The paper offers a model of ethical leadership in the professional business sector that will improve our understanding of how ethical behavior in the professions confers legitimacy and sustainability necessary to achieving the professions’ goals, and how a leadership approach to ethics can serve as an effective tool (...)
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  27. Mitchell J. Neubert, Dawn S. Carlson, K. Michele Kacmar, James A. Roberts & Lawrence B. Chonko (2009). The Virtuous Influence of Ethical Leadership Behavior: Evidence From the Field. [REVIEW] Journal of Business Ethics 90 (2):157 - 170.score: 18.0
    This study examines a moderated/mediated model of ethical leadership on follower job satisfaction and affective organizational commitment. We proposed that managers have the potential to be agents of virtue or vice within organizations. Specifically, through ethical leadership behavior we argued that managers can virtuously influence perceptions of ethical climate, which in turn will positively impact organizational members' flourishing as measured by job satisfaction and affective commitment to the organization. We also hypothesized that perceptions of interactional justice would moderate (...)
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  28. Kevin L. Flores, Gina S. Matkin, Mark E. Burbach, Courtney E. Quinn & Heath Harding (2012). Deficient Critical Thinking Skills Among College Graduates: Implications for Leadership. Educational Philosophy and Theory 44 (2):212-230.score: 18.0
    Although higher education understands the need to develop critical thinkers, it has not lived up to the task consistently. Students are graduating deficient in these skills, unprepared to think critically once in the workforce. Limited development of cognitive processing skills leads to less effective leaders. Various definitions of critical thinking are examined to develop a general construct to guide the discussion as critical thinking is linked to constructivism, leadership, and education. Most pedagogy is content-based built on deep knowledge. Successful (...)
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  29. 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.score: 18.0
    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. (...)
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  30. Graham Haydon (2007). Values for Educational Leadership. Sage Publications.score: 18.0
    What are values? Where do our values come from? How do our values make a difference to education? For educational leaders to achieve distinction in their practice, it is vital to establish their own clear sense of values rather than reacting to the implicit values of others. This engaging book guides readers in thinking for themselves about the values they bring to their task and the values they intend to promote. Crucially, the book promotes critical thought and constructive analysis about (...)
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  31. Deborah C. Poff (2007). Duties Owed in Serving Students: The Importance of Teaching Moral Reasoning and Theories of Ethical Leadership in Educating Business Students. [REVIEW] Journal of Academic Ethics 5 (1):25-31.score: 18.0
    This article concerns the importance of teaching moral reasoning and ethical leadership to all undergraduate students and in particular makes the case that students in business especially need familiarity with these capacities and theories given the complex world in which they will find themselves. The corollary to this analysis is the claim that content on moral reasoning and ethical leadership be mandatory for all business majors and that all degrees require course material on these subjects.
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  32. Christian J. Resick, Paul J. Hanges, Marcus W. Dickson & Jacqueline K. Mitchelson (2006). A Cross-Cultural Examination of the Endorsement of Ethical Leadership. Journal of Business Ethics 63 (4):345 - 359.score: 18.0
    The western-based leadership and ethics literatures were reviewed to identify the key characteristics that conceptually define what it means to be an ethical leader. Data from the Global Leadership and Organizational Effectiveness (GLOBE) project were then used to analyze the degree to which four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation, and Encouragement – were endorsed as important for effective leadership across cultures. First, using multi-group confirmatory factor analyses measurement equivalence of the ethical (...) scales was found, which provides indication that the four dimensions have similar meaning across cultures. Then, using analysis of variance (ANOVA) tests each of the four dimensions were found to be universally endorsed as important for effective leadership. However, cultures also varied significantly in the degree of endorsement for each dimension. In the increasingly global business environment, these findings have implications for organizations implementing ethics programs across cultures and preparing leaders for expatriate assignments. (shrink)
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  33. 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.score: 18.0
    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. (...)
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  34. Marvin T. Brown (2005). Corporate Integrity: Rethinking Organizational Ethics, and Leadership. Cambridge University Press.score: 18.0
    What do corporations look like when they have integrity, and how can we move more companies in that direction? Corporate Integrity offers a timely, comprehensive framework- and practical business lessons - bringing together questions of organizational design, communication practices, working relationships, and leadership styles to answer this question. Marvin T. Brown explores the five key challenges facing modern businesses as they try to respond ethically to cultural, interpersonal, organizational, civic and environmental challenges. He demonstrates that if corporations are to (...)
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  35. 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.score: 18.0
    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 (...)
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  36. Jean-Pascal Gond, Jacques Igalens, Valérie Swaen & Assâad El Akremi (2011). The Human Resources Contribution to Responsible Leadership: An Exploration of the CSR–HR Interface. [REVIEW] Journal of Business Ethics 98 (S1):115-132.score: 18.0
    The purpose of this article is to investigate how Human Resources (HR) contributes to responsible leadership. Although Corporate Social Responsibility (CSR) practices have been embraced by many corporations in recent years, the specific contributions of HR professionals, HR management practices and employees to responsible leadership have been overlooked. Relying on the analysis of interviews with 30 CSR and HR corporate executives from 22 corporations operating in France, we specify the HR contributions to responsible leadership at the functional, (...)
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  37. Bernard Burnes & Rune Todnem By (2012). Leadership and Change: The Case for Greater Ethical Clarity. [REVIEW] Journal of Business Ethics 108 (2):239-252.score: 18.0
    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 (...)
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  38. Jay P. Mulki, Jorge Fernando Jaramillo & William B. Locander (2009). Critical Role of Leadership on Ethical Climate and Salesperson Behaviors. Journal of Business Ethics 86 (2):125 - 141.score: 18.0
    Leaders play a critical role in setting the tone for ethical climate in organizations. In recent years, there has been an increased skepticism about the role played by corporate executives in developing and implementing ethics in business practices. Sales and marketing practices of businesses, particularly in the pharmaceutical industry, have come under increased scrutiny. This study identifies a type of leadership style that can help firms develop an ethical climate. Responses from 333 salespeople working for a North American subsidiary (...)
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  39. Kelly A. Phipps (2012). Spirituality and Strategic Leadership: The Influence of Spiritual Beliefs on Strategic Decision Making. [REVIEW] Journal of Business Ethics 106 (2):177-189.score: 18.0
    This work extends the consideration of spirituality and leadership to the field of strategic leadership. Future development in the field of spirituality and leadership will depend on greater clarity concerning the level of analysis, and will require a distinction between personal and collective spirituality. Toward that end, a framework is proposed that describes how the personal spiritual beliefs of a top level leader operate in strategic decision making like a schema to filter and frame information. This function (...)
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  40. Peter J. Galie & Christopher Bopst (2006). Machiavelli & Modern Business: Realist Thought in Contemporary Corporate Leadership Manuals. [REVIEW] Journal of Business Ethics 65 (3):235 - 250.score: 18.0
    Niccolo Machiavelli’s teachings have never gone out of fashion; no doubt because power remains a central aspect of modern political and corporate life. The writings of this 16th century thinker seem as relevant today as they were a half millennium ago. Given the immutable nature of human beings, this is hardly surprising. What is surprising is the regular stream of monographs published in the last third of the 20th century, and reaching a crescendo in the last decade, that argue for (...)
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  41. Christian J. Resick, Gillian S. Martin, Mary A. Keating, Marcus W. Dickson, Ho Kwong Kwan & Chunyan Peng (2011). What Ethical Leadership Means to Me: Asian, American, and European Perspectives. [REVIEW] Journal of Business Ethics 101 (3):435-457.score: 18.0
    Despite the increasingly multinational nature of the workplace, there have been few studies of the convergence and divergence in beliefs about ethics-based leadership across cultures. This study examines the meaning of ethical and unethical leadership held by managers in six societies with the goal of identifying areas of convergence and divergence across cultures. More specifically, qualitative research methods were used to identify the attributes and behaviors that managers from the People’s Republic of China (the PRC), Hong Kong, the (...)
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  42. Will Low & Eileen Davenport (2009). Organizational Leadership, Ethics and the Challenges of Marketing Fair and Ethical Trade. Journal of Business Ethics 86 (1):97 - 108.score: 18.0
    This article critically evaluates current developments in marketing fair trade labelled products and "no sweat" manufactured goods, and argues that both the fair trade and ethical trade movements increasingly rely on strategies for bottom-up change, converting consumers "one cup at a time". This individualistic approach, which we call "shopping for a better world", must, we argue, be augmented by more collectivist approaches to affect transformative change. Specifically, we look at the concept of mission-driven organizations pursuing leadership roles in developing (...)
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  43. Hsin-Hua Hsiung (2012). Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process. [REVIEW] Journal of Business Ethics 107 (3):349-361.score: 18.0
    This study investigates the psychological process of how authentic leadership affects employee voice behaviors. The theoretical model of this study proposes that employee positive mood and leader–member exchange (LMX) quality mediate the relationship between authentic leadership and voice behavior, while the procedural justice climate moderates the mediation effects of positive mood and LMX quality. Multi-level data from 70 workgroups of a real estate agent company in Taiwan support all hypotheses. This study reveals the cross-level effects of authentic (...), and provides practical suggestions to help employees express their opinions in organizations. (shrink)
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  44. 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.score: 18.0
    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 (...)
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  45. Nicola M. Pless (2007). Understanding Responsible Leadership: Role Identity and Motivational Drivers. [REVIEW] Journal of Business Ethics 74 (4):437 - 456.score: 18.0
    This article contributes to the emerging discussion on responsible leadership by providing an analysis of the inner theatre of a responsible leader. I use a narrative approach for analyzing the biography of Anita Roddick as a widely acknowledged prototype of a responsible leader. With clinical and normative lenses I explore the relationship between responsible leadership behavior and the underlying motivational systems. I begin the article with an introduction outlining the current state of responsible leadership research and explaining (...)
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  46. 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.score: 18.0
    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 (...)
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  47. Niels van Quaquebeke & Tilman Eckloff (2010). Defining Respectful Leadership: What It is, How It Can Be Measured, and Another Glimpse at What It is Related To. Journal of Business Ethics 91 (3):343-358.score: 18.0
    Research on work values shows that respectful leadership is highly desired by employees. On the applied side, however, the extant research does not offer many insights as to which concrete leadership behaviors are perceived by employees as indications of respectful leadership. Thus, to offer such insights, we collected and content analyzed employees’ narrations of encounters with respectful leadership ( N 1 = 426). The coding process resulted in 19 categories of respectful leadership spanning 149 (...) behaviors. Furthermore, to also harness this comprehensive repertoire for quantitative organizational research, we undertook two more studies ( N 2a = 228; N 2b = 412) to empirically derive a feasible item-based measurement of respectful leadership and assess its psychometric qualities. In these studies, we additionally investigated the relationships between respectful leadership as assessed with this new measurement and employees’ vertical and contextual followership as assessed via subordinates’ identification with their leaders, their appraisal respect for their leaders, their feeling of self-determination, and their job satisfaction. (shrink)
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  48. 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.score: 18.0
    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 (...)
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  49. Craig V. VanSandt & Christopher P. Neck (2003). Bridging Ethics and Self Leadership: Overcoming Ethical Discrepancies Between Employee and Organizational Standards. [REVIEW] Journal of Business Ethics 43 (4):363 - 387.score: 18.0
    In spite of extensive study and efforts to improve business ethics and increase corporate social responsibility, a quick review of almost any business publication will show that breaches of ethics are a common occurrence in the business community. In this paper we explore reasons for potential discrepancies or gaps between organizational and individual ethical standards, the consequences of such discrepancies, and possible methods of reducing the detrimental effects of these differences. The concept of self-leadership, as constructed through social learning (...)
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  50. Tamsin Angus-Leppan, Louise Metcalf & Sue Benn (2010). Leadership Styles and Csr Practice: An Examination of Sensemaking, Institutional Drivers and Csr Leadership. [REVIEW] Journal of Business Ethics 93 (2):189 - 213.score: 18.0
    This article examines the explicit and implicit corporate social responsibility (CSR) framework and its implications for leadership style, in a major banking institution. Evidence for existence of the framework's key concepts in relation to leadership styles was explored through the self-reported sensemaking of leaders charged with CSR programme introduction. Qualitative data analysis indicated that explicit CSR is linked to an autocratic leadership style, whereas implicit CSR is more closely aligned with emergent and authentic styles. Although our results (...)
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