Journal of Business Ethics 9 (10):765 - 783 (1990)
Dialogic leadership as ethics method respects, values, and works toward organizational objectives. However, in those situations where there may be conflicts and/or contradictions between what is ethical and what is in the material interest of individuals and/or the organization, the dialogic leader initiates discussion with others (peers, subordinates, superiors) about what is ethical with at least something of a prior ethics truth intention and not singularly a value neutral, constrained optimization of organizational objectives. Cases are considered where dialogic leadership: (1) helped build ethical organizational culture; (2) was effective; and, (3) as a by-product, produced integrative win-win results. Philosophical foundations for the method as well as differences between dialogic leadership and Theory X forcing leadership, Theory Y win-win integrative leadership, industrial democracy, participative management, action inquiry, and double-loop learning action science are explored. Limitations of the method are also explored.
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Citations of this work BETA
Focusing on Individuals' Ethical Judgement in Corporate Social Responsibility Curricula.Patrick Maclagan & Tim Campbell - 2011 - Business Ethics 20 (4):392-404.
Hierarchical Control or Individuals' Moral Autonomy? Addressing a Fundamental Tension in the Management of Business Ethics.Patrick Maclagan - 2007 - Business Ethics 16 (1):48–61.
Hierarchical Control or Individuals' Moral Autonomy? Addressing a Fundamental Tension in the Management of Business Ethics.Patrick Maclagan - 2007 - Business Ethics: A European Review 16 (1):48-61.
Focusing on Individuals' Ethical Judgement in Corporate Social Responsibility Curricula.Patrick Maclagan & Tim Campbell - 2011 - Business Ethics: A European Review 20 (4):392-404.
Ethical Leaders: An Essay About Being in Love. [REVIEW]James M. Kouzes & Barry Z. Posner - 1992 - Journal of Business Ethics 11 (5-6):479-484.
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