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  1. The Interface Between Ethics, Decision Making and Risk Assessment in Management Decision Making in Matters of Life and Death: The Challenger Launch Decision as a Case Study.Robert Allinson - 2001 - International Journal of Management and Decision Making 2 (1):65-84.
    As technology advances, and the life and death consequences of its failure become more and more removed from proximate human action, technology management requires greater degrees of ethical awareness and the management of safety becomes a matter of corporate ethical imperative. The corporate ethical imperative includes ethical mandates to take no action which places the lives of others at risk and to inform persons of dangers to their physical safety of which they may otherwise be unaware when one possesses information (...)
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  2. Pandemic Economic Crisis: Changes and New Challenges to Society: Scientific Monograph.Maksym Bezpartochnyi (ed.) - 2020 - Sofia, Bułgaria: VUZF Publishing House “St. Grigorii Bogoslov”.
    The current economic crisis caused by the COVID-19 pandemic has created new changes and challenges for society, which has led to a deeper identification of pressing problems and to develop strategies and models for overcoming crises in various countries, industries and businesses. The formation and improvement of modern strategies and models of crisis management is impossible without optimizing the resources of economic entities, providing assistance at various levels of government to support priority sectors of the economy, finding additional sources of (...)
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  3. Classic Cases - Global Disasters: Inquiries Into Management Ethics.Thomas F. Mcmahon & Robert E. Allinson - 2002 - Business Ethics Quarterly 12 (1):99-104.
    This book review outlines and critiques Robert Allinson's book _Global Disasters: Inquiries into Management Ethics_ (New York: Prentice Hall, 1993). The reviewer first outlines the structure of the book and then moves on to discussing the main arguments of the book, including but not limited to the distinctions between "monocausality" and "multi-causality" and "scapegoating" and "multiple responsibility" that Allinson highlights. Central to Allinson's argument is the thesis that problems in management (and the disasters that often result from them) are conceptual (...)
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  4. 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 (...)
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  5. 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 (...)
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  6. 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. (...)
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  7. 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; (...)
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  8. Values, Leadership and Development : A Four-Nation Study.Philip E. Jacob, Henry Teune & Thomas Watts - 1968 - Social Science Information 7 (2):49-92.
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  9. Leadership and Social Change: Report on the Evaluative Conference on Comparative Studies of Leadership and Social Change.Philip E. Jacob - 1971 - Social Science Information 10 (1):155-160.
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  10. 6. Leadership.Katsuhisa Hashiguchi & Masaru Fujita - 1978 - Social Science Information 17 (4-5):649-662.
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  11. 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 (...)
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  12. 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 (...)
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  13. Ethical Leadership Through Transforming Justice. [REVIEW]Leo V. Ryan - 2006 - Business Ethics Quarterly 16 (3):443-443.
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  14. Handbook of the Psychology of Leadership, Change, and Organizational Development.Skipton Leonard, Rachel Lewis, Arthur Freedman & Jonathan Passmore (eds.) - 2013 - Wiley-Blackwell.
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  15. Environmental Leadership in Three Contexts.Harrie Vredenburg - 1993 - Proceedings of the International Association for Business and Society 4:979-990.
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  16. 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 (...)
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  17. 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 (...)
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  18. 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 (...)
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  19. Leadership and Progress.Alfred H. Lloyd - 1922 - International Journal of Ethics 32 (2):167-192.
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  20. An Exploratory Study on Ethical Culture Leadership - Focused on the Case of King Sejong' Leadership -. 조현봉 - 2014 - Journal of Ethics: The Korean Association of Ethics 1 (97):279-306.
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  21. A Study on Integration Leadership to Serve the Korean People. 류성렬 - 2008 - Journal of Ethics: The Korean Association of Ethics 1 (71):305-339.
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  22. Wise Leadership in Kautilya’s Philosophy.Sandeep Singh - 2016 - Philosophy of Management 15 (1):35-49.
    Kautilya is a legendary figure in India for not only writing Arthashastra, a treatise that deals extensively with the strategies for building and running a nation based on strong fundamentals of economics and the wisdom of the leader, but also for making Chandragupta Maurya the king of Magadha whose empire later on became the largest empire ever seen in the Indian history. This paper is an attempt to identify the dimensions of wise leadership to subsequently arrive at a wise leadership (...)
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  23. Cultural Diversity and Management Learning: A Study on Tagorean Leadership in Philosophy and Action.Sanjoy Mukherjee & Summauli Pyne - 2016 - Philosophy of Management 15 (1):51-64.
    A development in Management research is observed in recent years: interface of literature and management. The paper highlights the possibility of constructive impacts on human development through philosophy and experiments of Rabindranath Tagore, the Nobel Laureate literary genius from India, in the field of education. The essential equality of all, preservation of cultural diversity, and the infinite possibility of deepening our understanding of each other form the core of Tagorean values. Tagore was a visionary and, throughout his life, he tried (...)
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  24. When Does Ethical Leadership Affect Workplace Incivility? The Moderating Role of Follower Personality.Shannon G. Taylor & Marshall W. Pattie - 2014 - Business Ethics Quarterly 24 (4):595-616.
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  25. Christian Leadership?Rosemary Haughton - 1967 - New Blackfriars 48 (568):659-668.
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  26. Sources of Industrial Leadership: Studies of Seven Industries. David C. Mowery, Richard R. Nelson.Kathryn Steen - 2001 - Isis 92 (3):639-640.
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  27. Review: Malay Political Leadership * Anthony S. K. Shome: Malay Political Leadership. [REVIEW]N. J. G. Kaptein - 2004 - Journal of Islamic Studies 15 (3):399-400.
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  28. Internalized Moral Identity in Ethical Leadership.Rebekka Skubinn & Lisa Herzog - 2016 - Journal of Business Ethics 133 (2):249-260.
    The relevance of leader ethicality has moti- vated ethical leadership theory. In this paper, we emphasize the importance of moral identity for the concept of ethical leadership. We relate ethical leadership incorporating an internalized moral identity to productive deviant workplace behavior. Using qualitative empirical data we illustrate the relevance of critical situations, i.e., situations in which hypernorms and organizational norms diverge, for the distinction of ethical leaders with or without internalized moral identities. Our paper takes a multidisciplinary approach integrating insight (...)
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  29. Socio-Cognitive Determinants of Consumers’ Support for the Fair Trade Movement.Andreas Chatzidakis, Minas Kastanakis & Anastasia Stathopoulou - 2016 - Journal of Business Ethics 133 (1):95-109.
    Despite the reasonable explanatory power of existing models of consumers’ ethical decision making, a large part of the process remains unexplained. This article draws on previous research and proposes an integrated model that includes measures of the theory of planned behavior, personal norms, self-identity, neutralization, past experience, and attitudinal ambivalence. We postulate and test a variety of direct and moderating effects in the context of a large scale survey study in London, UK. Overall, the resulting model represents an empirically robust (...)
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  30. Are Authentic Leaders Always Moral? The Role of Machiavellianism in the Relationship Between Authentic Leadership and Morality.Sen Sendjaya, Andre Pekerti, Charmine Härtel, Giles Hirst & Ivan Butarbutar - 2016 - Journal of Business Ethics 133 (1):125-139.
    Drawing on cognitive moral development and moral identity theories, this study empirically examines the moral antecedents and consequences of authentic leadership. Machiavellianism, an individual difference variable relating to the use of the ‘end justifies the means’ principle, is predicted to affect the link between morality and leadership. Analyses of multi-source, multi-method data comprised case studies, simulations, role-playing exercises, and survey questionnaires were completed by 70 managers in a large public agency, and provide support for our hypotheses. Our findings reveal that (...)
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  31. Authentic Leadership and Employee Well-Being: The Mediating Role of Attachment Insecurity.Fariborz Rahimnia & Mohammad Sadegh Sharifirad - 2015 - Journal of Business Ethics 132 (2):363-377.
    The purpose of this study was to investigate the relationship between authentic leadership and the three dimensions of employee well-being. Furthermore, attachment insecurity was considered as a mediating factor between authentic leadership and the three dimensions of employee well-being. Data were obtained from a field sample of 212 health care providers with patient contact at five hospitals in the North East of Iran. Initially, collected data were analyzed with multiple confirmatory factor analyses. Then, structural equation modeling was applied to test (...)
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  32. Erratum To: A New Scale to Measure Executive Servant Leadership: Development, Analysis, and Implications for Research.Lora L. Reed, Deborah Vidaver-Cohen & Scott R. Colwell - 2011 - Journal of Business Ethics 101 (3):507-508.
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  33. Improving the “Leader–Follower” Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response.Pablo Ruiz, Carmen Ruiz & Ricardo Martínez - 2011 - Journal of Business Ethics 99 (4):587-608.
    Since time immemorial, the phenomenon of leadership and its understanding has attracted the attention of the business world because of its important role in human groups. Nevertheless, for years efforts to understand this concept have only been centred on people in leadership roles, thus overlooking an important aspect in its understanding: the necessary moral dimension which is implicit in the relationship between leader and follower. As an illustrative example of the importance of considering good morality in leadership, an empirical study (...)
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  34. Are Stated Preferences Confirmed by Purchasing Behaviours? The Case of Fair Trade-Certified Bananas in Switzerland.Thuriane Mahé - 2010 - Journal of Business Ethics 92 (S2):301-315.
    As the market share of Fair Trade food products in countries of the North grows, understanding consumer preferences with regard to this recent label is becoming increasingly important. This article reports on a test of the consistency of consumers' stated preferences, for which a survey was conducted at the place and time of actual purchase decisions. The aim of the survey was to further improve the understanding of consumers' stated motivations for buying 'Fair Trade' and 'organic Fair Trade' bananas in (...)
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  35. Fair Trade in Italy: Too Much ‘Movement’ in the Shop?Leonardo Becchetti & Marco Costantino - 2010 - Journal of Business Ethics 92 (S2):181-203.
    We analyse the development of Fair Trade in Italy by examining its principles, structure, performance, dilemmas and potential solutions and identifying its main distinctive features. These lead us to develop a specifically Italian model. Fair Trade in Italy is younger than its more established North European counterparts and more focussed on broad social justice issues in addition to its concern to include marginalized producers. This normative difference has given rise to a social-economy-dominated value chain, although it has generated much lower (...)
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  36. Managing Under Duress: Ethical Leadership, Social Capital and the Civilian Administration of the British Channel Islands During the Nazi Occupation, 1940–1945.Paul Sanders - 2010 - Journal of Business Ethics 93 (S1):113-129.
    This article focuses on the collective leadership of the civilian authorities of the British Channel Islands during the Nazi Occupation (1940-1945), and draws lessons from their ethical performance. The first part of the article determines that local officials in the Channel Islands disposed of operative margins, but that - in the interest of collaboration - these were not always used to the full. This article then details institutional factors that contributed to commonalities between the two bailiwicks of Jersey and Guernsey, (...)
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  37. Developing a Normatively Grounded Research Agenda for Fair Trade: Examining the Case of Canada.Darryl Reed, Bob Thomson, Ian Hussey & Jean-Frédéric LeMay - 2010 - Journal of Business Ethics 92 (S2):151-179.
    This paper examines two issues related to research of certified fair trade goods. The first is the question of how agendas for fair trade research should be developed. The second issue is the existence of major gaps in the fair trade literature, including the study of the particular features of fair trade practice in individual northern countries. In taking up the first of these issues, the paper proposes that normative analysis should provide the basis for developing research agendas. Such an (...)
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  38. Fair Trade in France: From Individual Innovators to Contemporary Networks.Nil Özçağlar-Toulouse, Amina Béji-Bécheur & Patrick E. Murphy - 2009 - Journal of Business Ethics 90 (S4):589-606.
    Fair trade aims at humanising the capitalist economy by serving the community, instead of simply striving for financial profit. The current fair trade sector is an excellent example of an innovation where networks based on ethical principles can help to effectively serve this market. Our analysis is based on 48 interviews amongst fair trade innovators in France and illustrates the advent of a new type of entrepreneur, one that is grounded in the social and solidarity economy (SSE). Based on a (...)
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  39. Demystifying Fair Trade in France: The History of an Ambiguous Project.Nil Özçağlar-Toulouse, Amina Béji-Bécheur, Matthieu Gateau & Philippe Robert-Demontrond - 2010 - Journal of Business Ethics 92 (S2):205-216.
    In France, Fair Trade arrived on the scene in the late twentieth century, and since then has passed through several experimental phases before becoming an enduring "realistic" economic alternative. To understand the transformation, this article defines Fair Trade as a social construct issues and tensions of which change depending on the point of entry. By conducting a secondary analysis of several data sets from varied sources, including documentary material, interviews, and observations, the authors trace the history of Fair Trade in (...)
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  40. Fair Trade and the Depersonalization of Ethics.Jérôme Ballet & Aurélie Carimentrand - 2010 - Journal of Business Ethics 92 (S2):317-330.
    Fair Trade has changed considerably since its early days. In this article, we argue that these changes have led to a depersonalization of ethics, thus raising serious questions about the future of Fair Trade. In particular, the depersonalization of ethics which is seen to accompany the current changes has led to greater variety in the interpretations of Fair Trade. Hiding these divergences behind the labels is increasing the risk that the movement will lose its credibility.
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  41. Ἐμπάθɛια and Caritas: The Role of Religion in Fair Trade Consumption.Caroline Josephine Doran & Samuel Michael Natale - 2011 - Journal of Business Ethics 98 (1):1-15.
    There is much still to learn about the nature of fair trade consumers. In light of the Pope’s encyclical Caritas in Veritate, this article sought to advance the current understanding by investigating the role of religion in fair trade consumption. In this study, fair trade consumers and non-consumers across many religions as well as the non-religious described their consumption of fair trade products as well as the use of their religious beliefs in their purchase behavior. It appears that the non-religious (...)
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  42. Profiting with Honor: Cicero’s Vision of Leadership.George Bragues - 2010 - Journal of Business Ethics 97 (1):21-33.
    This article attempts to uncover the relevance of Cicero’s thought to present-day management through an analysis of his last philosophical study, On Duties. Applying a methodology grounded in Socratic skepticism, Cicero synthesizes the Stoics and Aristotle to create his own moral theory. From this theory, we derive a Ciceronian set of recommended traits that make up a model business leader. Central to this model is the recognition that there are two lodestars in life, the beneficial and the honorable. The first (...)
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  43. Leadership Styles and CSR Practice: An Examination of Sensemaking, Institutional Drivers and CSR Leadership.Tamsin Angus-Leppan, Louise Metcalf & Sue Benn - 2010 - Journal of Business Ethics 93 (2):189-213.
    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 reinforced key aspects (...)
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  44. Business Leadership: Three Levels of Ethical Analysis.Daniel E. Palmer - 2009 - Journal of Business Ethics 88 (S3):525-536.
    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 paper argues that ethical issues of (...)
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  45. Ethical Marginality: The Icarus Syndrome and Banality of Wrongdoing.Dennis R. Balch & Robert W. Armstrong - 2010 - Journal of Business Ethics 92 (2):291-303.
    This study proposes a conceptual model to explain persistent, accepted-as-normal corporate wrongdoing (hereafter banality of wrongdoing), particularly for high performance organizations. The model describes five explanatory variables: the culture of competition, ends-biased leadership, missionary zeal, legitimizing myth, and the corporate cocoon. Our thesis is that the nature of competition drives both legitimate and illegitimate goal-seeking to adopt an iconoclastic (rule-breaking) orientation. High performance organizations are favorable hosts for wrongdoing because high performance requires aggressive behavior at the ethical margins of what (...)
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  46. Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture.Shamas-ur-Rehman Toor & George Ofori - 2009 - Journal of Business Ethics 90 (4):533-547.
    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 effort, and employee satisfaction with the (...)
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  47. Criteria for Responsible Business Practice in SMEs: An Exploratory Case of U.K. Fair Trade Organisations.Geoff Moore, Richard Slack & Jane Gibbon - 2009 - Journal of Business Ethics 89 (2):173-188.
    This paper develops a set of 16 criteria, divided into four groupings, for responsible business practice (RBP) in Small and Medium-Sized Enterprises (SMEs) drawn from the existing SME/RBP literature. The current lack of a general set of criteria against which such activity can be judged is noted and this deficit is redressed. In order to make an initial assessment in support of the criteria so derived, an exploratory feasibility study of RBP in U.K. Fair Trade organisations was conducted. The findings (...)
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  48. Systemic Leadership and the Emergence of Ethical Responsiveness.Mollie Painter-Morland - 2008 - Journal of Business Ethics 82 (2):509-524.
    The author of this paper argues that the responsibility to nurture and encourage a relationally responsive ethical attitude among the members of an organizational system is shared by all who participate in it. In the dynamic environment of a complex adaptive organizational system where it is impossible to anticipate and legislate for every potential circumstantial contingency, creating and sustaining relationships of trust has to be a systemic capacity of the entire organization. Leadership is socially constructed, as the need for it (...)
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  49. Ethical Leadership and Organizations: An Analysis of Leadership in the Manufacturing Industry Based on the Perceived Leadership Integrity Scale.Jack McCann & Roger Holt - 2009 - Journal of Business Ethics 87 (2):211-220.
    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 research (...)
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  50. Critical Role of Leadership on Ethical Climate and Salesperson Behaviors.Jay P. Mulki, Jorge Fernando Jaramillo & William B. Locander - 2009 - Journal of Business Ethics 86 (2):125-141.
    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 of (...)
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