Journal of Business Ethics 129 (1):115-130 (2015)
AbstractUsing exploratory factor analysis on a unique dataset of global executives, we find that their perceptions of their national government’s risk management effectiveness are largely driven by two latent factors: leadership virtue, and governance. We show that the leadership virtue signal is potentially a stronger signal. We hypothesize that this may be because making decisions and taking actions to manage risk is a continuous process requiring inter alia foresight and moral discipline in looking to the interests of others and acting in service to those interests above self-interest. This suggests at least two propositions for further testing, for which, we offer rhetorical argument and anecdotal evidence at the end of this paper and suggest methodologies for further testing. To our knowledge, this is the first paper to uncover this connection empirically between national risk management and leadership virtue
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Citations of this work
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A framework for organizational virtue: the interrelationship of mission, culture and leadership.J. Thomas Whetstone - 2005 - Business Ethics, the Environment and Responsibility 14 (4):367-378.
A framework for organizational virtue: the interrelationship of mission, culture and leadership.J. Thomas Whetstone - 2005 - Business Ethics: A European Review 14 (4):367-378.