Management Ethics

Edited by Muhammad Mustafa Rashid (University of Detroit Mercy, University of California, Davis)
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  1. Business Ethics From the Standpoint of Redemption: Adorno on the Possibility of Good Work.Craig Reeves & Matthew Sinnicks - forthcoming - Business Ethics Quarterly:1-24.
    Given his view that the modern world is ‘radically evil’, Adorno is an unlikely contributor to business ethics. Despite this, we argue that his work has a number of provocative implications for the field that warrant wider attention. Adorno regards our social world as damaged, unfree, and false and we draw on this critique to outline why the achievement of good work is so rare in contemporary society, focusing in particular on the ethical demands of roles and the ideological nature (...)
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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. Leadership Beyond Hierarchy.Christophe Bruchansky, Brian Robertson, Grace Ann Rosile, Guendalina dondé, Justin Dekoszmovszky, Nathan Schneider & Shereen Samuels - 2020 - Paris: Plural / Pluriel.
    Tomorrow’s leaders won’t emerge from top-down hierarchies but from new types of organizational structures. -/- Decentralization, cooperation and inclusion play an increasing role in the success of any organization. And new governance models have been created to meet this global trend. -/- The concept of the postmodern organization for instance – one that is decentered, self-reflexive and multi-faceted – is more than 20 years old. The idea that organizations should not focus solely on shareholder value but serve a diverse set (...)
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  4. Moral Luck and Responsible Innovation Management.Jan F. Jacko - forthcoming - Journal of Responsible Innovation.
    The study discusses the three roles of normative assumption in the theory and practice of innovation management: (1) they define the value of innovation, (2) specify its luck, and (3) determine some goals and methodologies of managing the luck of innovations. The crucial questions of the investigation are as follows: What does ‘luck’ mean in theories of innovation management?, and What is luck in the practice of innovation management? The conceptual analyses present logical links which occur between the normative premises (...)
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  5. Exploitation in a Disruptive and Unjust Gig-Economy.Muhammad Rashid - 2020 - Journal of Economics Bibliography 7 (3):163-169.
    The purpose of this report is an appraisal of the gig economy; educating and informing an academic audience of the faults that exist and how these faults lead to exploitation and unjustness in the gig economy. During the writing process, I researched the academic articles and books related to the gig economy and exploitation, enabling myself to form a solid foundation from which to conduct further research. In addition, work was conducted to synthesize the journal articles, online resources and books. (...)
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  6. 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.
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  7. 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 (...)
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  8. Ethical Branding and Marketing: Cases and Lessons.Hagai Gringarten & Raul Fernandez-Calienes (eds.) - 2019 - New York, NY: Routledge.
    The Ethical Branding book is unique because it is ethical branding focused. It provides current perspectives on fascinating global cases. The approach is to focus on the specific combination of the two fields of “ethics” and “branding,” on their relationship, and on how that joint perspective shapes brands, companies, business strategies, and the market itself. In a contemporary environment of “truthiness” and fake news, it is more important than ever to review core principles of ethics and to reassess how these (...)
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  9. 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 (...)
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  10. 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.
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  11. 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 (...)
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  12. 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.
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  13. 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.
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  14. 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.
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  15. 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 (...)
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  16. 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.
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  17. 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 (...)
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  18. 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 (...)
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  19. 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 (...)
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  20. 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 (...)
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  21. Fair Trade and the Fetishization of Levinasian Ethics.Juan Ignacio 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 (...)
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  22. 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 (...)
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  23. 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 (...)
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  24. 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 (...)
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  25. 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 (...)
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  26. 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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  27. 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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  28. 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 (...)
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  29. 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 (...)
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  30. 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 (...)
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  31. 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. (...)
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  32. 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. (...)
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  33. 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 (...)
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  34. 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 (...)
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  35. 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 (...)
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  36. 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 (...)
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  37. 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 (...)
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  38. 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 (...)
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  39. A Crisis of Leadership: Towards an Anti‐Sovereign Ethics of Organisation.Edward Wray-Bliss - 2013 - Business Ethics, the Environment and Responsibility 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 (...)
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  40. The Ethics of Leadership.Tanmoy Datta - 2004 - Journal of Human Values 10 (2):157-159.
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  41. 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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  42. 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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  43. 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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  44. 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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  45. 6. Leadership.Katsuhisa Hashiguchi & Masaru Fujita - 1978 - Social Science Information 17 (4-5):649-662.
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  46. 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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  47. 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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  48. Ethical Leadership Through Transforming Justice. [REVIEW]Leo V. Ryan - 2006 - Business Ethics Quarterly 16 (3):443-443.
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  49. 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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  50. Environmental Leadership in Three Contexts.Harrie Vredenburg - 1993 - Proceedings of the International Association for Business and Society 4:979-990.
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