This category needs an editor. We encourage you to help if you are qualified.
Volunteer, or read more about what this involves.
Related categories

678 found
Order:
1 — 50 / 678
Material to categorize
  1. Бизнес в Украине: социально-экономические процессы ориентирования на внешнеэкономические связи.Igor Britchenko, Бритченко Игорь Геннадиевич & Саенко Владислав Григорьевич - 2016 - Науковий Вісник Ужгородського Національного Університету : Наукове Періодичне Видання; Серія «Міжнародні Економічні Відносини Та Світове Господарство» 10 (1):64-70.
    В статье описаны результаты анализа условий становления бизнеса в Украине, который прошел три стадии развития и утверждения. В их числе такие: 1) фаза начального движения советского предпринимательства в 1985–1991 гг., строящегося на условиях планового командования и распределения; 2) фаза гибридного накопления ресурса бизнеса в 1992–2009 гг., основывающегося на условиях невмешательства; 3) фаза реорганизации бизнеса на научно-методической основе в 2008–2016 гг.
    Remove from this list   Direct download (4 more)  
    Translate
     
     
    Export citation  
     
    Bookmark  
  2. ОБҐРУНТУВАННЯ СТРАТЕГІЇ САМОДОСТАТНЬОГО РОЗВИТКУ ТРАНСПОРТНО-КОМУНІКАТИВНОЇ СИСТЕМИ УКРАЇНИ.Igor Britchenko, Брітченко Ігор Геннадійович & Чернявська Тетяна Анатоліївна - 2017 - Науковий Журнал «Молодий Вчений» 4 (44.4):12-16.
    Стаття присвячена дослідженню питань формування нової стратегії самодостатнього розвитку транспортно- комунікативної системи України. Проаналізовано стратегічний документ «Транспортна стратегія України на період до 2020 р.» та виявлено низку недоліків. Було виокремлено недоліки стратегічного та методич- ного характеру. Окрему увагу автором приділено недосконалості системи стратегічних документів, які регулюють розвиток ТКС, відсутності деяких стратегій розвитку галузей ТКС, проблемам фінансування, а також проблемам, пов’язаним з цільовими програмами розвитку. Вказано на проблеми, пов’язані із структурним наповненням зазначеної стратегії. -/- Статья посвящена исследованию вопросов формирования новой стратегии (...)
    Remove from this list   Direct download (2 more)  
    Translate
     
     
    Export citation  
     
    Bookmark  
  3. Ethical Branding and Marketing: Cases and Lessons.Hagai Gringarten & Raul Fernandez-Calienes (eds.) - 2019 - New York, NY: Routledge.
    Remove from this list  
     
    Export citation  
     
    Bookmark  
  4. Ethics Matters: The Integration of Ethical Considerations in Management Accounting Textbooks.Berend van der Kolk - 2019 - Accounting Education 28 (4):426-443.
    This paper examines the integration of ethical considerations in management accounting (MA) education. Drawing on the work of Alisdair MacIntyre, it is argued that MA instruments such as performance measurement are not morally neutral, but instead bear moral implications. Therefore, this paper contends that MA students should be trained to take these moral implications into consideration alongside MA's technical aspects. A content analysis is carried out to examine the integration of ethical considerations in top-ranked MA textbooks. The findings indicate that (...)
    Remove from this list   Direct download (3 more)  
     
    Export citation  
     
    Bookmark  
  5. Leadership Ethics: An Introduction, by Terry L. Price Cambridge University Press, 2008.Barry L. Padgett & Mary Rau-Foster - 2012 - Business Ethics Quarterly 22 (3):601-604.
    Remove from this list   Direct download (6 more)  
     
    Export citation  
     
    Bookmark  
  6. Value-Based Leadership in Organizations: Balancing Values, Interests, and Power Among Citizens, Workers, and Leaders.Isaac Prilleltensky - 2000 - Ethics and Behavior 10 (2):139-158.
    The purpose of this article is to introduce a model of value-based leadership. The model is based on tensions among values, interests, and power ; and tensions that take place within and among citizens, workers, and leaders. The VIP-CWL model describes the forces at play in the promotion of value-based practice and formulates recommendations for value-based leadership. The ability to enact certain values is conditioned by power and personal interests of communities, workers, and leaders of organizations. People experience internal conflicts (...)
    Remove from this list   Direct download (3 more)  
     
    Export citation  
     
    Bookmark   1 citation  
  7. Book Review: Ethical Leadership: The Quest for Character, Civility, and CommunityEthical Leadership: The Quest for Character, Civility, and Community by FlukerWalter EarlFortress, Minneapolis, 2009. 256 Pp. $25.00. ISBN 978-0-8006-6349-0. [REVIEW]Samuel K. Roberts - 2011 - Interpretation: A Journal of Bible and Theology 65 (3):332-334.
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  8. Book Review: Strategic Leadership for a Change: Facing Our Losses, Finding Our FutureStrategic Leadership for a Change: Facing Our Losses, Finding Our FuturebyMcFaydenKenneth J.Alban Institute, Herndon, Va., 2009. 111 Pp. $17.00. ISBN 978-7-56699-392-0. [REVIEW]Anthony B. Robinson - 2010 - Interpretation: A Journal of Bible and Theology 64 (3):331-331.
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  9. Book Review: The Learning Congregation: A New Vision of LeadershipThe Learning Congregation: A New Vision of Leadership, byHawkinsThomas R.. Westminster John Knox, Louisville, 1997. 160pp. $14.00. ISBN 0-664-25699-6. [REVIEW]Jane Rogers Vann - 1999 - Interpretation: A Journal of Bible and Theology 53 (3):328-328.
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  10. Leaders’ Core Self-Evaluation, Ethical Leadership, and Employees’ Job Performance: The Moderating Role of Employees’ Exchange Ideology.Jaehyung Ahn, Soojin Lee & Seokhwa Yun - 2018 - Journal of Business Ethics 148 (2):457-470.
    With the increasing demand for ethical standards in the current business environment, ethical leadership has received particular attention. Drawing on self-verification theory and social exchange theory, this study investigated the effect of leaders’ core self-evaluation on the display of ethical leadership and the moderating role of employees’ exchange ideology in the relationship between ethical leadership and employees’ job performance. Consistent with the hypotheses, the results from a sample of 225 dyads of employees and their immediate leaders showed a positive relationship (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark   5 citations  
  11. Frequent Change and Turnover Intention: The Moderating Role of Ethical Leadership.Mayowa T. Babalola, Jeroen Stouten & Martin Euwema - 2016 - Journal of Business Ethics 134 (2):311-322.
    In a multi-source study, we examine how frequent change interacts with ethical leadership to reduce turnover intentions. We argue that ethical leaders enhance employees’ state self-esteem, which explains the moderating effect of ethical leadership. Results from 124 employee-coworker-supervisor triads revealed that ethical leadership moderated the relationship between frequent change and turnover intention such that the relationship was positive only when ethical leadership was low. The moderating relationship could be shown to be mediated by employees’ state self-esteem.
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark   7 citations  
  12. Predictors of Organizational Citizenship Behavior: Ethical Leadership and Workplace Jealousy.Yau-De Wang & Wen-Chuan Sung - 2016 - Journal of Business Ethics 135 (1):117-128.
    This study examined the relationships of perceived ethical leadership, workplace jealousy, and organizational citizenship behaviors directed at individuals and organizations. Survey responses were collected from 491 employee-coworker pairs from 33 hospitals in Taiwan. The employees provided assessments of their perceived ethical leadership and the workplace jealousy they experienced, while the coworkers provided information about the employees’ OCBI and OCBO. In the hypotheses testing, perceived ethical leadership was found to be negatively related to employees’ workplace jealousy and jealousy was negatively related (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark   4 citations  
  13. Retrieving the Co-Operative Value-Based Leadership Model of Terry Thomas.Peter Davis - 2016 - Journal of Business Ethics 135 (3):557-568.
    The paper documents the post-war retrenchment and failure of the post-war British Consumer Co-operative Movement. In contrast to the general failure one CEO, Terry Thomas stands out both for his success in co-operative rebranding and returning to profitability the UK Co-operative Bank and because he alone amongst the top echelons of the Co-operative Groups Management based his strategies on a clearly articulated philosophy based on his understanding of the values and purpose of the co-operative movement rooted in its historical traditions (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark   1 citation  
  14. Wisdom and the Tragic Question: Moral Learning and Emotional Perception in Leadership and Organisations.Ajit Nayak - 2016 - Journal of Business Ethics 137 (1):1-13.
    Wisdom is almost always associated with doing the right thing in the right way under right circumstances in order to achieve the common good. In this paper, however, we propose that wisdom is more associated with deciding between better and worse wrongs; a winless situation we define as tragic. We suggest that addressing the tragic question is something that leaders and managers generally avoid when focusing on business decisions and choices. Yet, raising and confronting the tragic question is important for (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark   2 citations  
  15. A Multi-Level Investigation of Authentic Leadership as an Antecedent of Helping Behavior.Giles Hirst, Fred Walumbwa, Samuel Aryee, Ivan Butarbutar & Chin Jeffery Hui Chen - 2016 - Journal of Business Ethics 139 (3):485-499.
    We develop and test a trickle-down model of how authentic leadership at the department level flows down the organizational hierarchy to encourage team leader authentic leadership and consequently, promotes team and individual-level supervisor-directed helping behavior. Analyses of multi-level and multi-source data collected from a total of 487 employees comprising 122 teams, 47 departments, and 4 different working areas of a major public sector organization in Taiwan show that team leaders’ authentic leadership mediates the relationship between departmental authentic leadership and individual-level (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark   6 citations  
  16. Fair Trade and the Fetishization of Levinasian Ethics.Juan Staricco - 2016 - Journal of Business Ethics 138 (1):1-16.
    The certification-based Fair Trade initiative has been steadily growing during the last two decades. While many scholars have analyzed its main characteristics and developments, only a few have assessed it against a concept of justice. And those exceptional cases have only focused on distributive justice, proving unable to grasp the important ethical elements that Fair Trade integrates in its project. In reaction to this, this article intends to critically examine what the Fair Trade movement proposes to be ‘fair’ by resorting (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark   3 citations  
  17. A Meta-Analytic Review of Ethical Leadership Outcomes and Moderators.Akanksha Bedi, Can M. Alpaslan & Sandy Green - 2016 - Journal of Business Ethics 139 (3):517-536.
    A growing body of research suggests that follower perceptions of ethical leadership are associated with beneficial follower outcomes. However, some empirical researchers have found contradictory results. In this study, we use social learning and social exchange theories to test the relationship between ethical leadership and follower work outcomes. Our results suggest that ethical leadership is related positively to numerous follower outcomes such as perceptions of leader interactional fairness and follower ethical behavior. Furthermore, we explore how ethical leadership relates to and (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark   31 citations  
  18. Who Leads More and Why? A Mediation Model From Gender to Leadership Role Occupancy.Alina S. Hernandez Bark, Jordi Escartín, Sebastian C. Schuh & Rolf van Dick - 2016 - Journal of Business Ethics 139 (3):473-483.
    Previous research has shown that female leaders lead slightly more effective than male leaders. However, women are still underrepresented in higher management. In this study, we seek to contribute to a deeper understanding of this paradox by proposing and testing an innovative model that integrates different research streams on gender and leadership. Specifically, we propose power motivation and transformational leadership as two central yet opposing dynamics that underlie the relation between gender and leadership role occupancy. We tested this model in (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark   3 citations  
  19. The “Right” and the “Good” in Ethical Leadership: Implications for Supervisors’ Performance and Promotability Evaluations.Chaim Letwin, David Wo, Robert Folger, Darryl Rice, Regina Taylor, Brendan Richard & Shannon Taylor - 2016 - Journal of Business Ethics 137 (4):743-755.
    Substantial research demonstrates that ethical leaders improve a broad range of outcomes for their employees, but considerably less attention has been devoted to the performance and success of the leaders themselves. The present study explores the extent to which being ethical relates to leaders’ performance and promotability. We address this question by examining ethical leadership from the two ethical perspectives most common in Western traditions—i.e., the “right” and the “good”—and whether one might be more closely associated than the other with (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark   5 citations  
  20. Sāttvika Leadership: An Indian Model of Positive Leadership.Kumar Alok - 2017 - Journal of Business Ethics 142 (1):117-138.
    I propose a leadership theory with moral concerns at its core. Sāttvika leadership is defined as a set of purposive leader actions comprising knowledge-driven cooperation that are initiated on the basis of positive and reasonably accurate assumptions and executed through morally responsible and sustainably fruitful means to secure the flourishing of followers and the collective. SL enhances psychological capital, psychological empowerment, and work engagement of followers while developing them into morally better persons. It enhances their trust on the leader and (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  21. The Masculinisation of Ethical Leadership Dis/Embodiment.Helena Liu - 2017 - Journal of Business Ethics 144 (2):263-278.
    This article argues that while ethical leadership in mainstream theorising is assumed to be a cognitive exercise, leaders’ bodies in fact play a significant role in the social construction of ethical leadership. Their bodies become particularly potent when leaders are depicted via the interplay between visual and verbal modes in the media. In order to extend current understandings of ethical leadership, this study employs a discourse analytic approach to examine how visual and verbal devices convey ethical leadership for two of (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark   2 citations  
  22. Introduction to the Special Section: Interdisciplinary Collaboration Multi-Level Perspectives on Interdisciplinary Cognition and Team Collaboration: Challenges and Opportunities.Machiel Keestra - 2017 - Issues in Interdisciplinary Studies 35:113-120.
    What can insights from psychological science contribute to interdisciplinary research, conducted by individuals or by interdisciplinary teams? Three articles shed light on this by focusing on the micro- (personal), meso- (inter-personal), and macro- (team) level. This Introduction (and Table of Contents) to the 'Special Section on Interdisciplinary Collaborations' offers a brief description of the conference session that was the point of departure for two of the three articles. Frank Kessel and Machiel Keestra organized a panel session for the March 2015 (...)
    Remove from this list   Direct download  
     
    Export citation  
     
    Bookmark  
  23. Ethical Leadership and Loyalty to Supervisor in China: The Roles of Interactional Justice and Collectivistic Orientation.Huaiyong Wang, Guangli Lu & Yongfang Liu - 2017 - Journal of Business Ethics 146 (3):529-543.
    This study examines the relation of ethical leadership with loyalty to supervisor, as well as mediating and moderating variables of this relation by proposing a moderated mediation model. Specifically, we employed time-lagged research design to collect two waves of data from 395 supervisor-subordinate dyads in 74 teams, and used multilevel structural equation modeling to test the moderated mediation model. Results indicated that ethical leadership was positively related to loyalty to supervisor, interactional justice mediated the relationship between ethical leadership and loyalty (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark   2 citations  
  24. The Moderated Influence of Ethical Leadership, Via Meaningful Work, on Followers’ Engagement, Organizational Identification, and Envy.Ozgur Demirtas, Sean T. Hannah, Kubilay Gok, Aykut Arslan & Nejat Capar - 2017 - Journal of Business Ethics 145 (1):183-199.
    This study examines a proposed model whereby ethical leadership positively influences the level of meaning followers experience in their work, which in turn positively impacts followers’ levels of work engagement and organizational identification, as well as reduces their levels of workplace envy. We further hypothesized that cognitive reappraisal strategies for emotional regulation would moderate the ethical leadership–meaningful work relationship. The model was tested in a stratified random field sample of 440 employees and their direct supervisors in the aviation industry in (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark   7 citations  
  25. How Servant Leadership Influences Organizational Citizenship Behavior: The Roles of LMX, Empowerment, and Proactive Personality.A. Newman, G. Schwarz, B. Cooper & S. Sendjaya - 2017 - Journal of Business Ethics 145 (1):49-62.
    While the link between servant leadership and organizational citizenship behavior has been established, the individual-level mechanisms underlying this relationship and its boundary conditions remain poorly understood. In this study, we investigate the salience of the mediating mechanisms of leader–member exchange and psychological empowerment in explaining the process by which servant leaders elicit discretionary OCB among followers. We also examine the role of followers’ proactive personality in moderating the indirect effects of servant leadership on OCB through LMX and psychological empowerment. Analysis (...)
    Remove from this list   Direct download (3 more)  
     
    Export citation  
     
    Bookmark   9 citations  
  26. Contemplative Leadership: The Possibilities for the Ethics of Leadership Theory and Practice.Gina Grandy & Martyna Sliwa - 2017 - Journal of Business Ethics 143 (3):423-440.
    In this paper, we offer a conceptualization of leadership as contemplative. Drawing on MacIntyre’s perspective on virtue ethics and Levinas’ and Gilligan’s work on the ethics of responsibility and care, we propose contemplative leadership as virtuous activity; reflexive, engaged, relational, and embodied practice that requires knowledge from within context and practical wisdom. More than simply offering another way to conceptualize the ethics of leadership, this research contributes to understanding the ethics of leadership in practice. Empirically, we analyze the narratives of (...)
    Remove from this list   Direct download (3 more)  
     
    Export citation  
     
    Bookmark   4 citations  
  27. Responsible Leadership: Learning From Indian Case Studies.Venugopal Pingali - 2016 - Asian Journal of Business Ethics 5 (1-2):139-147.
    Focus on shareholders’ interests at the cost of other stakeholders’ interests and the ecosystem has brought into prominence the need for responsible leadership. This study builds a five-level framework for responsible leadership drawing on leadership styles from case studies presented at a National Convention on Responsible Leadership. For each of the five levels, the study further identifies the necessary condition and the sufficient conditions of the leader to develop responsible organization. This comprehensive framework combines levels identified by two earlier studies. (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  28. Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good.Gordon Wang & Rick D. Hackett - 2016 - Journal of Business Ethics 137 (2):321-345.
    Despite a long history in eastern and western culture of defining leadership in terms of virtues and character, their significance for guiding leader behavior has largely been confined to the ethics literature. As such, agreement concerning the defining elements of virtuous leadership and their measurement is lacking. Drawing on both Confucian and Aristotelian concepts, we define virtuous leadership and distinguish it conceptually from several related perspectives, including virtues-based leadership in the Positive organizational behavior literature, and from ethical and value-laden leadership. (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark   11 citations  
  29. Pseudo-Transformational Leadership is in the Eyes of the Subordinates.Chiou-Shiu Lin, Pei-Chi Huang, Shyh-Jer Chen & Liang-Chih Huang - 2017 - Journal of Business Ethics 141 (1):179-190.
    Based on attribution theory, this research defines pseudo-transformational leadership to be driven by the interaction between transformational leadership and the subordinates’ perception of their supervisor’s manipulative intention. We investigate the effects of pseudo-transformational leadership on contextual performance through organizational identification. The results of hierarchical linear modeling using a sample of 214 subordinates reporting to 66 supervisors show that when subordinates perceive that their supervisor has a high level of manipulative intention, the impact of group-level transformational leadership on the subordinates will (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  30. Servant Leadership and the Effect of the Interaction Between Humility, Action, and Hierarchical Power on Follower Engagement.Milton Sousa & Dirk van Dierendonck - 2017 - Journal of Business Ethics 141 (1):13-25.
    Servant leadership has been theorized as a model where the moral virtue of humility co-exists with action-driven behavior. This article provides an empirical study that tests how these two apparently paradoxical aspects of servant leadership interact in generating follower engagement, while considering the hierarchical power of the leader as a contingency variable. Through a three-way moderation model, a study was conducted based on a sample of 232 people working in a diverse range of companies. The first finding is that humble (...)
    Remove from this list   Direct download (5 more)  
     
    Export citation  
     
    Bookmark   4 citations  
  31. Ethical Leadership and Employee Moral Voice: The Mediating Role of Moral Efficacy and the Moderating Role of Leader–Follower Value Congruence.Dongseop Lee, Yongduk Choi, Subin Youn & Jae Uk Chun - 2017 - Journal of Business Ethics 141 (1):47-57.
    Despite the general expectation that ethical leadership fosters employees’ ethical behaviors, surprisingly little empirical effort has been made to verify this expected effect of ethical leadership. To address this research gap, we examine the role of ethical leadership in relation to a direct ethical outcome of employees: moral voice. Focusing on how and when ethical leadership motivates employees to speak up about ethical issues, we propose that moral efficacy serves as a psychological mechanism underlying the relationship, and that leader–follower value (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark   15 citations  
  32. The Virtuous Influence of Ethical Leadership Behavior: Evidence From the Field.Mitchell J. Neubert, Dawn S. Carlson, K. Michele Kacmar, James A. Roberts & Lawrence B. Chonko - 2009 - Journal of Business Ethics 90 (2):157-170.
    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 the ethical (...)
    Remove from this list   Direct download (4 more)  
     
    Export citation  
     
    Bookmark   83 citations  
  33. Leading and Following (Un) Ethically in "Limen".Miguel Pina E. Cunha, Nuno Guimarães-Costa, Arménio Rego & Stewart R. Clegg - 2010 - Journal of Business Ethics 97 (2):189-206.
    We propose a liminality-based analysis of the process of ethical leadership/followership in organizations. A liminal view presents ethical leadership as a process taking place in organizational contexts that are often characterized by high levels of ambiguity, which render the usual rules and preferences dubious or inadequate. In these relational spaces, involving leaders, followers, and their context, old frames may be questioned and new ones introduced in an emergent way, through subtle processes whose evolution and implications may not be easy to (...)
    Remove from this list   Direct download (3 more)  
     
    Export citation  
     
    Bookmark   4 citations  
  34. Ethical Stewardship – Implications for Leadership and Trust.Cam Caldwell, Linda A. Hayes, Patricia Bernal & Ranjan Karri - 2008 - Journal of Business Ethics 78 (1):153-164.
    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 dealing (...)
    Remove from this list   Direct download (4 more)  
     
    Export citation  
     
    Bookmark   26 citations  
  35. A Crisis of Leadership: Towards an Anti‐Sovereign Ethics of Organisation.Edward Wray-Bliss - 2013 - Business Ethics 22 (1):86-101.
    A common reaction to crises experienced within or brought about by business is to identify a corollary ‘crisis of leadership’ and to call for better leaders. This paper supports the idea that there is a crisis of leadership – but interprets it quite differently. Specifically, I argue that the most ethically debilitating crisis is the fact that we look to leadership to solve organisational ethical ills. There is, I argue, a pressing need to conceptualise a business ethics that is not (...)
    Remove from this list   Direct download (7 more)  
     
    Export citation  
     
    Bookmark   3 citations  
  36. The Ethics of Leadership.Tanmoy Datta - 2004 - Journal of Human Values 10 (2):157-159.
    Remove from this list   Direct download (3 more)  
     
    Export citation  
     
    Bookmark  
  37. Ethical and Unethical Leadership: Exploring New Avenues for Future Research.Michael E. Brown & Marie S. Mitchell - 2010 - Business Ethics Quarterly 20 (4):583-616.
    The purpose of this article is to review literature that is relevant to the social scientific study of ethics and leadership, as well as outline areas for future study. We first discuss ethical leadership and then draw from emerging research on “dark side” organizational behavior to widen the boundaries of the review to include unethical leadership. Next, three emerging trends within the organizational behavior literature are proposed for a leadership and ethics research agenda: 1) emotions, 2) fit/congruence, and 3) identity/identification. (...)
    Remove from this list   Direct download (6 more)  
     
    Export citation  
     
    Bookmark   72 citations  
  38. Pragmatic Decision Making: A Manager’s Epistemic Defence.John K. Alexander - 2003 - Philosophy of Management 3 (3):67-77.
    I was in manufacturing for over thirty years and a manager for nearly twenty-five. During that time it never occurred to me that the consequentialist, utilitarian framework I used was inadequate as a conceptual framework for making decisions to ensure organisational viability and success. The framework gave three criteria which enabled me to construct a rational approach to issues associated with my role as a manager: to make product at the lowest possible cost so as to maximise the bottom line; (...)
    Remove from this list   Direct download (4 more)  
     
    Export citation  
     
    Bookmark   3 citations  
  39. Values, Leadership and Development : A Four-Nation Study.P. E. Jacob, H. Teune & T. Watts - 1968 - Social Science Information 7 (2):49-92.
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  40. Leadership and Social Change: Report on the Evaluative Conference on Comparative Studies of Leadership and Social Change.P. E. Jacob - 1971 - Social Science Information 10 (1):155-160.
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  41. 6. Leadership.Katsuhisa Hashiguchi & Masaru Fujita - 1978 - Social Science Information 17 (4-5):649-662.
    Remove from this list   Direct download (3 more)  
     
    Export citation  
     
    Bookmark  
  42. A Christian Theory of Leadership Ethics.Elmar Nass - 2015 - Catholic Social Science Review 20:3-19.
    There are libraries full of narrative guides based on practical experience and tips for good leadership. The mere recognition of man as the center of personnel management is insufficient to arrange and evaluate a theory’s ethical content. The first concern of this article will be the disclosure of the fundamental values currently underlying contemporary management models and the assessment of their ethical quality. The second concern of the article will be to show a coherent deductive approach from a Catholic point (...)
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  43. Leadership: A Discussion About Ethics.Joseph C. Rost - 1995 - Business Ethics Quarterly 5 (1):129-142.
    In this article, the author lists three problems that make any serious discussion about the ethics of leadership a very difficult undertaking. He then proposes a new, postindustrial paradigm of leadership. Using that understanding of leadership, two different sets of ethical analyses of leadership are possible: those concerned with the process of leadership and those concerned with the content of leadership. In the end, the author suggests that the industrial paradigm of ethics is inadequate to deal with the ethical decision (...)
    Remove from this list   Direct download (4 more)  
     
    Export citation  
     
    Bookmark   8 citations  
  44. Ethical Leadership Through Transforming Justice. [REVIEW]Leo V. Ryan - 2006 - Business Ethics Quarterly 16 (3):443-443.
    Remove from this list   Direct download (5 more)  
     
    Export citation  
     
    Bookmark  
  45. Handbook of the Psychology of Leadership, Change, and Organizational Development.Skipton Leonard, Rachel Lewis, Arthur Freedman & Jonathan Passmore (eds.) - 2013 - Wiley-Blackwell.
    Remove from this list  
     
    Export citation  
     
    Bookmark  
  46. Environmental Leadership in Three Contexts.Harrie Vredenburg - 1993 - Proceedings of the International Association for Business and Society 4:979-990.
    Remove from this list   Direct download (2 more)  
     
    Export citation  
     
    Bookmark  
  47. Perceived Ethical Leadership in Relation to Employees’ Organisational Commitment in an Organisation in the Democratic Republic of Congo.Jeremy Mitonga-Monga & Frans Cilliers - 2016 - African Journal of Business Ethics 10 (1).
    The aim of this study is to determine the relationship between ethical leadership and organisational commitment. A cross-sectional quantitative survey approach was used, with a non-probability purposive sample of 839 employees from a railway organisation in the Democratic Republic of Congo. The results indicate that ethical leadership perceptions have a significant influence on the level of organisational commitment. The study further indicated that ethical leadership predicted employees’ affective, continuance and normative and overall commitment. These results add new insights to the (...)
    Remove from this list   Direct download (3 more)  
     
    Export citation  
     
    Bookmark  
  48. When Deeds Speak, Words Are Nothing: A Study of Ethical Leadership in Colombia.Iliana Páez & Elvira Salgado - 2016 - Business Ethics: A European Review 25 (4):538-555.
    Using a sample of 124 managers and 248 subordinates, this study examines the mediating effect of subordinates’ job satisfaction in the relationship between ethical leadership and subordinate organizational citizenship and counter-productive work behaviour in the Colombian context. We additionally analyse the effect of ethical leadership on subordinates’ perception of leaders’ performance. Factor analyses of the ethical leadership scale revealed two factors, ethical person and ethical guidance, which were differentially associated to the outcomes. We offer an explanation from three cultural dimensions (...)
    Remove from this list   Direct download (4 more)  
     
    Export citation  
     
    Bookmark   7 citations  
  49. Leadership Ethics: Mapping the Territory.Joanne B. Ciulla - 1995 - Business Ethics Quarterly 5 (1):5-28.
    In this paper I argue that a greater understanding of the part of ethics in leadership will improve leadership studies. Debates over the definition of leadership are really debates over what researchers think constitutes good leadership. The ultimate question is not "What is leadership?" but "What is good leadership?" The word good is refers to both ethics and competence. Research into leadership ethics would explore the ethical issues of current leadership research, serve as a critical study of the field, analyze (...)
    Remove from this list   Direct download (3 more)  
     
    Export citation  
     
    Bookmark   36 citations  
  50. Leadership and Progress.Alfred H. Lloyd - 1922 - International Journal of Ethics 32 (2):167-192.
    Remove from this list   Direct download (5 more)  
     
    Export citation  
     
    Bookmark  
1 — 50 / 678