Journal of Business Ethics 101 (3):435-457 (2011)

Abstract
Despite the increasingly multinational nature of the workplace, there have been few studies of the convergence and divergence in beliefs about ethics-based leadership across cultures. This study examines the meaning of ethical and unethical leadership held by managers in six societies with the goal of identifying areas of convergence and divergence across cultures. More specifically, qualitative research methods were used to identify the attributes and behaviors that managers from the People’s Republic of China (the PRC), Hong Kong, the Republic of China (Taiwan), the United States (the U.S.), Ireland, and Germany attribute to ethical and unethical leaders. Across societies, six ethical leadership themes and six unethical leadership themes emerged from a thematic analysis of the open-ended responses. Dominant themes for ethical and unethical leadership for each society are identified and examined within the context of the core cultural values and practices of that society. Implications for theory, research, and management practice are discussed
Keywords cross-cultural leadership  ethical leadership  ethics  leadership  unethical leadership
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DOI 10.1007/s10551-010-0730-8
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References found in this work BETA

The Many Faces of Integrity.Robert Audi & Patrick E. Murphy - 2006 - Business Ethics Quarterly 16 (1):3-21.
Moral Leadership: An Overview. [REVIEW]Al Gini - 1997 - Journal of Business Ethics 16 (3):323-330.

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