Ethical Leadership

There are a number of well-established concepts explaining decision-making. The sociology of wise practice suggests that thinking preferences like the use of intuition form a cornerstone of administrators’ virtuous practice and phronesis is a likely candidate to explain this behaviour. This contribution uses conceptual and theoretical resources from the behavioural sciences, management science as well as philosophy to account for individual level differences of employees regarding thinking preferences in administrative professions. The analysis empirically investigates the behavioural dimension of the preference (...) for intuition vs the preference for deliberation to cast light on three different intuitive markers present among individuals who also prefer to use deliberation. We explore possible explanations for the differences and similarities of our global sample of 2227 workplace respondents who conceptually represent phronetic practitioners. The results show that many phronetic practitioners prefer the intuitive marker of unconscious thought, besides using deliberation. (shrink)

This paper offers a comprehensive review of existing literature on the intersection of Artificial Intelligence (AI) and leadership, drawing on both theoretical insights and practical implementations. By analyzing scholarly publications from the past two years (2023-2025), the review traces emerging patterns in how AI technologies are being integrated into leadership practices. Key themes include the growing relevance of learning-based systems for adaptive decision-making and the application of attention-based models to improve responsiveness in dynamic environments. The review also addresses ethical dimensions (...) of AI-enabled leadership, emphasizing the need to balance algorithmic efficiency with human judgment and oversight. Concerns around transparency, psychological safety, and trust in automated systems are explored in depth. Furthermore, the paper outlines various AI-supported leadership support systems that are currently in use, highlighting their potential to assist leaders in strategic forecasting, communication, and stakeholder engagement. The synthesis incorporates multiple theoretical frameworks that help contextualize AI’s role in leadership transformation, offering a structured view of how emerging technologies are reshaping leadership thought and behavior. Ultimately, this review maps out a landscape of opportunities and challenges, providing a foundation for future research in AI-augmented leadership. The analysis identifies reinforcement learning as a predominant approach in leadership strategies, with a theory-weighted impact metric (Impact=∑T_i×F_i) assigning it a weighted score of 4.08/6.0. The review also highlights the use of multi-head attention mechanisms (LeadershipAttention(Q,K,V)) to enhance crisis response times by 37% (p<0.001). Additionally, ethical concerns are discussed, particularly regarding the incorporation of KL divergence optimization systems (KL(p_AI |)p_human )<ϵ) to maintain human oversight. The findings from the reviewed studies show that AI adoption leads to a 58% ±12% faster decision-making process, a 41% ±9% increase in strategic accuracy, and 89.2% forecasting precision. However, challenges in psychological safety thresholds (T<0.4) and transparency in AI decision-making (A<0.6) persist. The paper also discusses existing AI-Driven Leadership Decision Support Systems (AI-LDSS), including the use of transformer-based NLP, SHAP-explainable predictions, and bias detection. This review synthesizes theoretical frameworks, including differential leadership equations ((dL_i)/dt=αL_i (1-L_i/K)-β∑L_i L_j+γA_i (t)), and provides an overview of the current state of AI in leadership research. (shrink)

Over 1000 companies have either curtailed or else completely ceased operations in Russia as a response to its invasion of Ukraine, a mass corporate exodus of a speed and scale which we’ve never seen. While corporate withdrawal appears to have considerable public support, it’s not obvious that it has done anything to hamper the Russian war effort, nor is it clear what the long-run effects of corporate withdrawal as a regularised response to war might be. Given this, it’s important the (...) evaluate the ethical merits of such a response. In this paper I critique what I take to be the two most common arguments given in favour of voluntary corporate withdrawal, which I label ‘the instrumental argument’ and ‘the clean hands argument’ respectively. After illustrating their shortcomings, I reframe corporations’ predicament as a ‘spattered hands’ case—one where they may do good by remaining in a war-waging state, but where they contribute indirectly to grave wrongdoing by doing so. Drawing on ideas from the ‘Business for Peace’ and ‘Business and Human Rights’ literature, I highlight the potentially positive role of corporate presence within war-waging countries, before highlighting four considerations which corporations ought to bear in mind when determining whether to withdraw, or whether it is the lesser evil to stay and to let their hands be spattered. (shrink)

We claim that a moral obligation to take climate leadership by means of unilateral mitigation depends on the existence of a plausible follow-the-leader mechanism whereby unilateral mitigation by some increases the probability of sufficient mitigation by others to avert catastrophic climate impacts. By understanding these mechanisms, we can better articulate the obligation for climate leadership across various sectors, from government to individual actors, in the fight against climate change. [Open access].

In the modern world of work, diversity, self-fulfilment and personal responsibility are at the centre of interest as values. Moving in this direction and coping with the associated changes requires a cultural change. This, in turn, can only be achieved if leaders succeed in sensitising employees to the values they are striving for. From a theoretical point of view, the theories of “transformational leadership” already provide a suitable framework for this. However, this requires careful reflection on the limits and possibilities (...) of the theory when it is implemented in action- and goal-oriented practice. It is all the more helpful to know the scientific basis of “transformational leadership” in order to develop an understanding of the role it itself plays in conveying values in translating theory into practice. (shrink)

Political leaders may change their mind about a policy, or even a significant moral issue. While genuinely changing one’s mind is not hypocritical, there are reasons to think that leaders who claim such a change are merely hypocritically pandering for political advantage. Indeed, some social science studies allegedly confirm that constituents will judge political leaders who change positions as hypocritical. Yet these studies are missing crucial details that we normally use to distinguish genuine mind changers from hollow hypocrites. These details (...) suggest ways in which political leaders can communicate that their mind change is genuine without necessarily being judged hypocritical. (shrink)

What makes a good leader? This paper takes Socrates in Plato’s early dialogues as the starting point for developing three leadership skills that are still relevant today: being on a mission, thinking in questions, and thinking like a beginner. I arrive at these Socratic leadership skills through an interdisciplinary approach to Plato’s early dialogues that puts Socrates in conversation with a diversity of thinkers: modern-day business leaders and leadership coaches, educators, Zen Buddhists, and art historians. I show that Socratic leadership (...) skills are valued in today’s business world, and I propose concrete exercises that can help anyone acquire these skills. In contrast to Platonic leadership—the leadership skills of the philosopher king—Socratic leadership skills have not been the focus of much investigation. This paper aims to advance a scholarly conversation about Socrates as a leadership model. (shrink)

Despite interminable debate, ethical perspectives have sought to stem the abuse of corporate power by focusing on the split between utility-focused attention to shareholder value, including the ‘enlightened’ kind, and duty-focused imperatives in stakeholder theory. Through thought experiments, this chapter builds a case for a different approach. Ethics scholars including Brandt (1959) and Frankena (1963) highlight contrasting approaches to both utility and duty, separating formation of general rules from examination of individual acts. Act-based ethics points us toward the pragmatism of (...) James (1907/1955) and Dewey (1930) and ‘what works.’ In the context of boards that means connecting duty and consequences and encouraging a fullness of thought: board-level thoughtfulness. This approach has echoes of Werhane’s (2002, 2008) concept of moral imagination and Rorty’s (2006) more radical call to reject recipes and seek new solutions. (shrink)

Leadership and ethics are habitually treated as related to separate spheres. It would be better, perhaps, if leadership and ethics were treated as belonging to a single domain. Ethics is an aspect of leadership and not a separate approach that exists alongside other approaches to leadership such as the trait approach, the situational approach, etc. This holds especially true for the military, one of the few organizations that can legitimately use violence. Today, most militaries opt for a character-based approach for (...) the ethics education of their leaders and espouse leadership theories that want leaders to be strong and visionary. Both the role of character and leadership are increasingly questioned, however, on the basis that situational factors are more influential than leadership and character. A closer look suggests that an interactionist perspective, with leadership, character, and the situation interplaying, is more accurate. It is still good leadership that keeps soldiers from crossing the line between the lawful use of force and excessive violence. (shrink)

Recently, I have proposed an extension of the framework of the ethics of collegiality (Berber & Subotić, forthcoming). By incorporating an anti-individual perspective and the notion of epistemic competence, this framework can reveal the epistemic virtue/vice relativism, which, in turn, charts the tension between being a good colleague and an efficient, loyal employee. In this paper, however, I want to sketch how the ethics of collegiality could be applied to practical domains, such as the historical accountability and atonement of corporations (...) that participated in the anti-Semitic policies of the Third Reich and contributed to the Holocaust by using slave or forced labor. New studies suggest that corporations ought to engage in deeper historical reflection and ethical dialogue between Shoah survivors and top managers to address the issue of industrial compliance (Federman 2021), whereas most of the work on this topic traditionally focused on the issue of reparations litigation (Kelly 2016, Neuborne 2003). Through the notions of collective institutional epistemic vice and institutional ethos (Fricker 2021), the upshot is to assess whether it is feasible for corporations to be genuinely repentant regarding their role in the Holocaust thanks to the ethics of collegiality instead of merely offering compensation. I will argue that instead of emphasizing ethical leadership and the top-down approach to the (re-)implementation of values in corporate conduct, the spotlights should be on the bottom-up approach grounded in collegial solidarity among all employees. (shrink)

This Special Issue [available free online] co-edited by Peg Brand Weiser (University of Arizona) and R. Scott Kretchmar (Pennsylvania State University) is entitled, "The Myles Brand (1942-2009) Era at the NCAA: A Tribute and Scholarly Review." The late Myles Brand was a philosopher (of action theory; social and political applied philosophy, philosophy of sport), former department chair (University of Illinois at Chicago; University of Arizona), dean (Arizona), provost (The Ohio State University), president (University of Oregon; Indiana University), and fourth president (...) of the NCAA (National Collegiate Athletic Association). [An extensive website created in 2020 by Peg Brand Weiser of over 300 entries of his work--speeches, essays, podcasts, and videos--can be found at a website under his name.] This Special Issue includes insightful essays on the legacy of Myles Brand by authors who dig deeply into continuing controversies within higher education, intercollegiate athletics, and the values, principles, and style of Brand's leadership. They take up the gauntlet to dissect and disseminate Brand's lasting influence on the institution of the NCAA in terms of the decisions and policies enacted between 2003 and 2009 that continue to affect the well-being of today's student-athletes, the sustainability of high-cost intercollegiate competition, and now, the "threat to" or "abandonment of" (depending on your point of view) "amateur status" due to students' newfound economic agency and ability to profit from NILs (Name, Image, Likeness) monetary deals. Essays include a co-authored "Editors' Introduction;" an introductory preface by John R. Thelin ("From Chaos to Coherence: Myles Brand and the Balancing of Academics and Athletics"); a short remembrance by Josh Brand ("Myles Brand, My Father"); and essays by Peg Brand Weiser ("Life is an Adventure: From Action Theory to Action"); R. Scott Kretchmar ("President Brand's Gambit: Inviting Scholars Inside the Tent"); Walter Harrison ("Myles Brand and the Responsibility of Leadership"); Heather Reid ("Amateurism, Professionalism and the Value of College Sports"); Lou Mats ("Myles Brand: Intercollegiate Athletics Within the Limits of the Academic Mission Alone'); Welch Suggs and Jennifer Hoffman ("Myles Brand's Collegiate Model and the Post-Amateurism World of College Sports"); David K. Wiggins ("Myles Brand: A Leader Deeply Committed to Diversity, Inclusiveness, and Social Justice"); C. Keith Harrison, Bernard Franklin, and Whitney Griffin ("Myles Brand's Philosophy of the Value of Intercollegiate Athletics: A Collaborative Effort and the Perspective of Two Black Males on Educational Achievement at the NCAA"); and Rodney Fort ("Myles Brand's College Sports Sustainability: 'Amateurism,' Finances, and Institutional Balance. (shrink)

There is a crisis of leadership in sport. Leadership as an athletic excellence is under threat from the deepening influence of coaches on in-game decision- making. To appreciate what is being lost in this shift of responsibility, it is necessary to understand the challenge of athlete leadership. Captaincy is the quintessential on-field leadership role. However, the role of captain, and athlete leadership more widely, remains philosophically untheorized. This paper initiates a discussion of leadership in sport by providing the first normative (...) account of captaincy. Rugby union is used as a case study, as this sport preserves an especially demanding and complex form of captaincy that may provide a rough template for the revival of athlete leadership in other sports. A virtue theoretical analysis of the role is developed based on a functionalist conception of virtue. It is argued that discharging the responsibilities of such captaincy requires two key virtues: ‘sporting judgement’ and ‘responsibility’. (shrink)

Since Uber’s founding in 2009, individuals associated with Uber have engaged in (or been accused of engaging in) numerous categories of corporate malfeasance: failure to protect data privacy, theft of trade secrets, sexual misconduct (including sexual assault and sexual harassment), lack of worker safety, lack of consumer safety, and racial discrimination. Thus, Uber is a good test case for the question of whether corporate behavior can provide moral justification for a boycott. More specifically, an examination of the 2017 #deleteUber controversy (...) will invite the reader to consider questions such as the following: When is a personal boycott morally justified, and when (if ever) is a personal boycott morally obligatory? How are personal boycotts related to larger-scale organized boycotts? What are the factors that make an organized boycott morally justified (or unjustified)? Is there a sound argument for the conclusion that we should #deleteUber? (shrink)

This case examines the rise and fall of WeWork—a company that experienced one of the most dramatic changes of fortune in technology company history. For several years, WeWork was a Silicon Valley darling, growing at breakneck speed with visionary Adam Neumann at the helm. By some estimates, Neumann’s company was worth $47 billion in January of 2019. But when the company filed paperwork in preparation for going public later that year, investors balked at the details revealed in the documents: billions (...) of dollars in losses and lots of questionable behavior on the part of Neumann (including numerous conflicts of interest involving his personal business dealings). The IPO was postponed and later withdrawn; Neumann was forced to step down as CEO; and by May of 2020 the company’s valuation had dropped to $3 billion. Exploring this recent history will provide an opportunity to ask what lessons can be drawn from the rise and fall of WeWork, and from the economic and social context that enabled its growth. (shrink)

Globalization has made it easier for people to migrate, thus increasing diversity within organizations. One problem with this migration is that 1st and 2nd generation immigrants may prefer different leadership styles than those of the mainstream culture. The purpose of this survey-based quantitative comparative study was to investigate the effects of acculturation on the work-related cultural values and leadership style preferences of Mexican immigrants living in the United States. The research question that guided this study focused on the differences in (...) work-related cultural values and preferred leadership styles between 2 generations of Mexican immigrants, Mexicans, and U.S.-born Caucasians. Two hundred and forty-five participants completed the survey. The researcher used a Likert-type self-assessing questionnaire adapted from existing instruments to measure the work-related cultural values and preferred leadership styles of two generations of Mexican immigrants, native Mexicans, and U.S.-born Caucasians. Statistical tools, such as correlations, Cronbach’s alpha, t-test, and analysis of variance (ANOVA) were used to test measurement reliability and to test for differences in the mean scores of the criterion variables among the 4 groups. The researcher found that, in the aggregate, Mexican immigrants did not acculturate to the mainstream values of the United States, 2nd generation Mexican immigrants’ scores were similar to those of U.S.-born Caucasians in work-related values, and all groups prefer the servant leadership style. Implications for social change may include raising the awareness of human resource managers of the differences and similarities in values and preferences of their staff, which may help improve the relationships between managers and the employees. (shrink)

Purpose – With the growing demand for ethical standards in the prevailing business environment, ethical leadership has been under increasingly more focus. Based on the social exchange theory and social learning theory, this study scrutinized the impact of ethical leadership on the presentation of ethical conduct by employees through the ethical climate. Notably, this study scrutinized the moderating function of the person organization fit (P-O fit) in relation to ethical climate and the ethical conduct of employees. -/- Design/methodology/approach – To (...) evaluate the research hypotheses, two-wave data were collected from 295 individuals who are currently employed in various Iraqi organizations (i.e. manufacturing, medical, and insurance industries). -/- Findings – In line with the hypotheses, the outcomes from a sample of 295 workers working in different Iraqi entities exhibited a positive relationship between the ethical behavior of leaders and the ethical conduct of employees in the ethical climate. Moreover, it was observed that the P-O fit of employees moderated the relationship between ethical climate and the ethical conduct of employees such that the relationship was more robust for those with a high P-O fit in comparison to those with a low P-O fit. -/- Research limitations/implications – The primary limitation of this study is in the data, which was obtained from a single source. Although the study conducted two surveys and utilized a mediation and moderation variables model that was less likely to be influenced by common method bias (CMB) (Podsakoff et al., 2012), one cannot completely rule out CMB. Apart from the potential effects of the CMB, the consistency of the empirical findings could have also been compromised since self-reported data were utilized in measuring ethical behavior, which can be a very complex and sensitive issue. For this reason, the social desirability response bias cannot be ruled out completely. When possible, future studies must gather data from multiple sources. Furthermore, supervisors must evaluate the ethical behavior of employees. Another limitation was that the findings of this study were based on a sample in a Middle Eastern cultural context such as in Iraq. Perhaps, the particular cultural features of this context, which encompassed, among other things, strong adherence to religious values (Moaddel, 2010), could have influenced the findings of this study. It is true that the effects of differences (P–O fit) are highly likely to replicate across cultural contexts (Triandis et al., 1988). However, it can be seen that further studies are needed to evaluate the context-sensitivity of these findings (Whetten, 2009) by analyzing other cultures, where the importance of religiosity is on the decline (i.e. in Western countries, Ribberink et al., 2018) or where the cultural features are very much different from those that apply to Iraq. Lastly, other external factors were not taken into account by this study as it tried to explain ethical behavior. Ethics is a highly complex subject and is influenced by numerous variables at the organizational, individual, and external environment levels. Thus, caution must be observed when making inferences from the present study which, to a certain degree, offered a simplified version of ethical behavior by concentrating on a few variables such as the Arab culture’s traditional ideology, which dominates even science (Abu Khalil, 1992). In addition, there are political conflicts in the Middle Eastern cultural context such as what is happening in Iraq (Harff, 2018). Thus, it is important to include such aspects in future researches. -/- Practical implications – In terms of management, the findings send a clear signal to those in the upper echelon that, without ignoring the issue of ethics in organizations, employees are a critical aspect to be taken into account to encourage ethical behavior at the workplace. This study has important practical implications. First, this study determined that ethical leadership (here, of the supervisors) positively influences the behavior of subordinates (refers to the supervisors here); this, in turn, further improves the ethical behavior of employees. It is vital that managers or supervisors are motivated to practice ethical leadership because they directly influence the employees. It has been suggested that top managers, especially chief executive officers, have the ability to shape the ethical climate, which also influences the ethical behavior of employees further. This study offered several feasible ways that managers can apply to achieve that. In particular, top managers may utilize the ethical climate as a way of communicating the ethical values that they have to their subordinates, thereby serving as a motivation for the subordinates to adopt ethical behavior. It was also suggested by this study that ethical climate and the P–O fit may, to some degree, substitute each other as they influence the ethical behavior of employees. Therefore, firms that were identified to have a low level of ethical standards, practices, and policies, at least from the employees’ perspective, are better poised to conduct ethical issues in order to construct the ethical behavior of their subordinates. More importantly, it is highly essential that the value congruence between an organization and its followers be considered. -/- Social implications – This study highlighted the notion of ethics and how it’s essential for society. Ethics refers to the norms, standards, and values that direct the behavior of an individual. Ethical behavior is vital in society because we need to be treated with respect as human beings. -/- Originality/value – This study responds to recent calls for more research to identify factors that may strengthen or mitigate the influence of ethical behavior in the workplace such as ethical leadership, ethical climate, and Person–Organization. (shrink)

Shortened version of an article first appearing in the African Journal of Business Ethics (2018).

The credit crises experienced in the US in year 2008 is labeled as perhaps the most significant crises since the great depression. The roots of the crises were found in the default of the sub-prime mortgages and the failure occurred in both the US and the UK. Due to the integrated nature of international financial systems the spillover impacted many countries as the economies in Asia and Europe were purchasers of the sub-prime mortgages that originated in both UK and US. (...) The impact of the credit crises in Canada is of unique importance due to the close proximity to US, and both the US and Canada being of great strategic importance to each other as well as one of the largest trading partners.Even though the international financial credit crises adversely impacted many countries, the evidence that has come across recent years point towards the conclusion that Canada was able to weather the crises much better than many other countries. (shrink)

The personality traits of social work leaders are important factors influencing ethical decision-making in organisations. The lack of empirical evidence with regard to the relationship between personal authenticity and ethical decision-making in social work stimulated the present study. Two hundred thirty-eight leaders (81.9% female) from organisations working in various fields of social work were administrated with the Authenticity Scale, Managerial Ethical Profile, and conducted two free association tasks with the cue words authenticity and self. Authenticity was positively correlated with ethical (...) decision-making. In contrast, authenticity was not correlated with the tendency to make decisions in an effort to maximise economic profit for the organisation. The results of the present study have important practical implications for the social work sector. The positive correlation of authenticity with ethical decision-making indicates that positive reinforcement of authenticity in leaders could possibly lead to supporting ethical decision-making within an organisation. Therefore, supporting authenticity in leaders working in social work may also help foster quality services and prevent unethical behaviour. (shrink)

A significant part of responsible innovation is engagement with diverse groups of stakeholders; this remains true for projects investigating responsible innovation practices. This chapter discusses strategies for engaging small and medium-sized enterprises in co-creating visions of and plans for implementing responsible innovation, drawing on the example of engagement with United Kingdom cyber security companies. The key aspect of the engagement was building trust between the responsible innovation researchers and the companies. Trust was built by a movement away from traditional recruitment (...) procedures for research projects, towards proactive engagement with the culture and traditions of the sector – participating in company sponsored talks and conferences, finding ways to communicate effectively, and ensuring a tailored message that fit the expectations and requirements of the sector. This chapter reviews the context in which the recruitment took place, the assumptions made prior to recruitment, the approaches taken, the revisions made to these approaches, and ultimately offers some general recommendations for industry engagement in responsible innovation activities. (shrink)

In August 2017, Google executives found themselves in a difficult position. An internal memo written by a disgruntled software engineer, James Damore, had just gone viral. In this memo, Damore claimed that the relatively small number of women in the tech industry was partly due to biological factors, and that many of Google’s diversity efforts were therefore counterproductive. The contents of this memo were offensive to many (and thus were having a negative impact on the overall workplace environment), but the (...) executives were aware that the wrong reaction to it would at least partially vindicate Damore’s claims about the lack of open discussion at Google. In the end, after two days of controversy, Google leadership decided to fire Damore on the grounds that he had violated the company’s code of conduct. This case gives students an opportunity to explore the numerous issues raised by Damore’s memo and the controversy surrounding it. Did Google handle this case properly? Was firing Damore the right thing to do? How could the situation have been handled more effectively? (shrink)

The article presents a theoretical study of the most common and actual theories and approaches to the problem of understanding the correlation between the usage of authority, power, and responsibility in management; their influence on making managerial decisions; and the management style overall. The study suggests that there are various different theories that attempt to explain the nature of leadership, management, and authority. -/- The study differentiates authority and power, with authority being an official right to manage given by the (...) organization hierarchical structure, and power being an unofficial right given by the ability to solve problems. Furthermore, both authority and power come with responsibility, which is a function of control. -/- The study also differentiates management by style. This also leads to differentiation by decision-making approaches: each management style corresponds with a different approach to decision-making. -/- All in all, this article shows how important it is to study the correlation between the usage of authority, power, and responsibility in management in order to be able to choose an appropriate management style to facilitate maximum efficiency and effectiveness of decisions made. (shrink)

This article draws on the indigenous African intellectual tradition to ground a moral-philosophical theory of leadership that is intended to rival accounts prominent in the East Asian and Western traditions. After providing an interpretation of the characteristically sub-Saharan value of communion, the article advances a philosophical account of a good leader as one who creates, sustains and enriches communal relationships and enables others to do so. The article then applies this account to a variety of topics, including what the final (...) end of an organisation should be, how decisions ought to be made within it, who counts as a stakeholder and how to deal with non-performing or misbehaving employees. For each topic, the article notes respects in which Afro-communal leadership supports approaches that differ from those prescribed by other, more internationally familiar philosophies such as Confucianism and Kantian contract theory, and it suggests that its implications are prima facie attractive relative to them. (shrink)

Reprint of an article from the African Journal of Business Ethics (2018).

This chapter advances our understanding of the moral contours of the employment relationship. It considers what employers owe their employees, and what employees owe their employers. I begin with a brief discussion of the value and limits of contractual freedom in employment. Then I consider ethical issues in five areas: (1) hiring and firing, (2) compensation, (3) the nature of work, including meaningful work and workplace democracy, (4) privacy, and (5) whistleblowing.

MacIntyre argues that management embodies emotivism, and thus is inherently amoral and manipulative. His claim that management is necessarily Weberian is, at best, outdated, and the notion that management aims to be neutral and value free is incorrect. However, new forms of management, and in particular the increased emphasis on leadership which emerged after MacIntyre’s critique was published, tend to support his central charge. Indeed, charismatic and transformational forms of leadership seem to embody emotivism to a greater degree than do (...) more Weberian, bureaucratic forms of management; hence, MacIntyre’s central contention about our emotivistic culture seems to be well founded. Having criticised the details but defended the essence of MacIntyre’s critique of management, this paper sketches a MacIntyrean approach to management and leadership by highlighting the affinities between MacIntyre’s political philosophy and Greenleaf’s concept of servant leadership. (shrink)

Scandals in business (such as Volkswagen’s dieselgate and, earlier, the Enron scandal), politics and the public sector (the Petrobas affair in Brazil, for in-stance), sports (think of the corruption charges against fifa’s Sepp Blatter) and the military (Abu Ghraib springs to mind) have brought the matter of ethical leadership to the forefront. But although this increased attention has had the collateral benefit that most handbooks on leadership now pay more attention to the importance of leading ethically, this will generally still (...) be in a separate chapter. To make thing worse, that chapter on leadership is more often than not one the last chapters of the book, perhaps followed by a chapter on, say, diversity. This all testifies to the fact that leadership and ethics are ha-bitually treated as related though separate spheres. It would be much better, of course, if leadership and ethics were treated as belonging to a single domain. Ethics is clearly an aspect of leadership, and not a separate approach that ex-ists alongside other approaches to leadership such as the trait approach, the situational approach, etc.. Interestingly, this thinking and writing about ethical leadership as just one approach among many other leadership styles appears to be a relatively recent invention. In the works of Plato, Plutarch, Machiavelli and Locke, for example, we see (political) leadership and ethics dealt with as a single subject. It was not before the twentieth century that we saw the rise of a separate leadership industry. Its results are largely unimpressive; it has not made leaders necessarily more effective, let alone more ethical. (shrink)

In this article we evaluate Jesus Centered Leadership, a new concept that has emerged in the realm of spirituality and business management. JCL questions the “Christianity” of Christian business leadership, and proposes principles for ethical leadership that provide a truer representation of the teachings and traits of Jesus. We consider these principles and contribute principles of our own, thereby providing an alternative approach to JCL that remains consistent with the JCL message of morality but addresses issues that offer greater opportunities (...) for adoption within existing business and institutional models. (shrink)

For the purpose of this analysis, risk assessment becomes the primary term and risk management the secondary term. The concept of risk management as a primary term is based upon a false ontology. Risk management implies that risk is already there, not created by the decision, but lies already inherent in the situation that the decision sets into motion. The risk that already exists in the objective situation simply needs to be “managed”. By considering risk assessment as the primary term, (...) the ethics of responsibility for risking the lives of others, the environment and future generations in the first place comes into the forefront. The issue of risk heeding is especially important as it highlights the need to pay attention to warnings of danger and to take action to redress problems before disasters occur. In this paper, the decision making that led to the choice of technology utilized and the implementation of such technology in the case of the space shuttle Challenger disaster will be used as a model to illustrate the need to take ethical factors into account when making decisions regarding the safety of technological systems and the heeding of danger warnings. While twenty-five years separates the decision to launch the Challenger and the Fukushima Daiichi nuclear plant disaster, the lessons of the Challenger disaster are still to be learned. (shrink)

Sumantra Ghoshal’s condemnation of “bad management theories” that were “destroying good management practices” has not lost any of its salience, after a decade. Management theories anchored in agency theory (and neo-classical economics generally) continue to abet the financialization of society and undermine the functioning of business. An alternative approach (drawn from a more classic institutional, new ecological, and refocused ethical approaches) is reviewed.

This essay has two parts. The first part gives a brief overview of the foundations of economics. The second part contains a broader outline of the way in which philosopher Gilles Deleuze thinks of ethics. In the second part, I also explore the potential connections between Deleuze's thoughts and economics. Especially, I focus on the concepts of "human capital," "empowerment," and more fruitful, the concept of "power-with" as proposed by organizational theorist, Mary Parker Follett. By doing so, I try to (...) minimize the gap between economics and ethics as presented here. Finally, I determine whether it is possible to do business with Deleuze. (shrink)

This is a review of Christopher McMahon's book, Public Capitalism.

An examination of two recent documents of Catholic Social Doctrine, Caritas in Veritate and Vocation of the Business Leader, is undertaken to uncover their assessment of our current cultural and moral crisis, of which our present economic distress is but one aspect, and their proposal for cultural renewal including a return to sound economic decision making. The intellectual commitments of molders of the modern mind such as Bacon, Descartes, and Hobbes severed morality at its metaphysical roots. Destroying the anthropological underpinnings (...) of ethics catapults the contemporary world into a state of nihilism. In such a condition economic disorder is inevitable. The human person is crushed in a regime that searches for more relentlessly. The demand for metaphysical and moral reconstruction is met by Pope Benedict XVI with his insistence on receptivity to what is. Contemplation of an ultimate reality given to us takes us to the Person of Jesus Christ. The Christian faith is the context of authentic integral human development. Being made in the image of God gives every human person an inviolable dignity and makes every person subject to transcendent moral norms. A truth-filled love informs the conduct of enterprise. Goods that are truly goods and services that truly serve are produced or supplied. Promotional efforts are conducive to the pursuit of wisdom. People are given meaningful work that utilizes and develops their higher faculties and are let in on the financial success of the venture. The environment is respected as a home place ought to be. The Christian business leader can have a transformative effect on the business world through the power of grace. (shrink)

We explore the language of leadership of global media mogul Rupert Murdoch in 2010, the year before the phone-hacking scandal in the UK came to public attention. Subsequent public enquiries in the UK exposed unethical conduct by staff of News Corporation, a global corporation whose Chairman and CEO was Rupert Murdoch. We focus on the ethical climate fashioned by ‘A Letter from Rupert Murdoch’ that appeared in the opening pages of the annual report of News Corporation for the year ended (...) 30 June 2010. Plausibly, Murdoch’s discourse in that letter helped condition the inapt, unethical conduct of News Corporation staff. We highlight the cultural and ethical signs that were embedded in Murdoch’s letter and which reflected the company’s tone at the top and ethical values. We identify signs of a perverse leadership thinking that possibly help explain the inappropriate cultural values and ethical behaviours that were revealed subsequently in evidence presented to public inquiries. (shrink)

Of recent time, there has been a concern about ethical leadership and ethics in business. Research on leadership did not pay a lot of attention to fairness and many authors have studied the relationship between leader fairness and factors such as outcome satisfaction and trust in leader for instance. For the moment, there is no study that focused on the direct relationship between transformational leadership and fairness. That’s why; in this paper our aim is to study the relationship between transformational (...) leadership and the employees’ perceptions of fairness, mainly the three types of fairness which are distributive, procedural, and interactional in French firms. A questionnaire survey was sent to employees working in the industry and service sectors. A sample of 100 respondents was collected. We found a partial relationship between employees’ perceptions of fairness and transformational leadership. More specifically, we found that procedural and interactional fairness are strongly associated with transformational leadership. (shrink)

Although most cultures have held honorableness to be a virtue of the first importance, contemporary analytic ethicists have just begun to consider honor’s nature and ethical worth. In this essay, I provide an analysis of the honor ethos and apply it to business ethics. Applying honor to business may appear to be a particularly challenging task, since (for reasons I discuss) honor has traditionally been seen as incompatible with commerce. Nonetheless, I argue here that two of the central virtues of (...) the honor ethos—competiveness and magnificence—are perfectly apt ones for rich business executives, who plausibly can be expected to work more for prestige and the thrill of competition than for wealth itself. In addition to making top executives more honorable people, the virtues of competitiveness and magnificence would have positive social effects: honorable competitiveness would intrinsically dispose executives to shun anti-competitive practices, and magnificence would encourage tycoons to redistribute their fortunes voluntarily through philanthropy. (shrink)

The Building Ethical Leaders using an Integrated Ethics Framework (BELIEF) Program was introduced in 2006 at the Northern Illinois University College of Business. The Program was developed to support two learning objectives: (1) increase students’ awareness of ethical issues and (2) strengthen their decision-making abilities regarding these ethical issues. This article provides an overview of the development and integration of this Program. We also provide assessment data on our two learning objectives. The assessment measures improvement from 2005, before the implementation (...) of the program, to all of the post-year measures. Thus, the BELIEF Program appears to enhance our students’ ability to recognize issues and identify appropriate decision alternatives. We hope that the description of the components of BELIEF will aid other schools as they integrate ethics into their curriculum. (shrink)

Two elements of corporate governance—the strength of ethical executive leadership and the internal audit function (IAF hereafter)—provide guidance to accounting managers making decisions involving uncertainty. We examine the joint effect of these two factors, manipulated at two levels (strong, weak), in an experiment in which accounting professionals decide whether to book a questionable journal entry (i.e., a journal entry for which a reasonable business case can be made but there is no supporting documentation). We find that ethical leadership and the (...) IAF interact to determine the likelihood that accountants book the entry. Specifically, accountants are less likely to book a questionable journal entry when there is a weak ethical leader and a strong IAF compared to all other conditions. In addition, we find that accountants question the appropriateness and ethicalness of the request to book an undocumented journal entry more in the weak ethical leader and strong IAF condition than in the other conditions. These results suggest that the IAF has a different impact on financial reporting decisions depending on the ethicalness of executive leadership and that a strong IAF may cause accountants to question the appropriateness and ethicalness of an undocumented journal entry when combined with weak ethical leadership. We also find that the interactive effect of ethical leadership and the IAF on an accountant’s decision is fully mediated by his/her perception of the moral intensity of the issue. Thus, accountants, who perceive greater moral intensity associated with booking the entry, are less willing to do so. (shrink)

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 mediated the relationship between ethical (...) leadership and job satisfaction. A discussion of theoretical and practical implications concludes the article. (shrink)

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 values, some of which (...) are more likely to lead to ethical outcomes than others. It also argues that all stakeholders in an organisation have a role to play in ensuring ethical outcomes. It concludes that in order to achieve sustainable and beneficial change, those who promote and adopt particular approaches to leadership and change must provide greater ethical clarity about the approaches they are championing. (shrink)