1.  90
    Leadership, Moral Development, and Citizenship Behavior.Jill W. Graham - 1995 - Business Ethics Quarterly 5 (1):43-54.
    This paper suggests that different styles of leadership arouse different sorts of normative motivation among followers, and these diverse motivational sources in turn are associated with different forms of participant contribution to organizational success. Three interrelated clusters of leadership styles, normative motivation of followers, and organizational citizenship behavior are described. Leadership that appeals exclusively to followers’ self-interests is associated with preconventional moral development and dependable task performance. Leadership styles focusing on interpersonal relationships and social networks are associated with followers’ conventional (...)
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  2.  14
    Business Plan Proposals for Inner-City Neighborhoods: A Strategic Management Assignment for MBA Students at Loyola University Chicago. [REVIEW]Jill W. Graham - 1996 - Journal of Business Ethics 15 (1):87 - 94.
    Beginning in 1992, MBA students enrolled in a capstone Strategic Management course at Loyola University Chicago have, as their major course assignment, researched and prepared an original business plan proposal to provide a needed good or service, as well as employment opportunities, to residents in one of Chicago's underserved innercity neighborhoods. This paper describes the genesis of the project, how it works, and what the outcomes have been to date. The pedagogical model is arguably appropriate for MBA programs in or (...)
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  3.  28
    Exit, Voice, and Ethics.Michael Keeley & Jill W. Graham - 1991 - Journal of Business Ethics 10 (5):349 - 355.
    Hirschman's (1970) exit, voice, and loyalty framework draws attention to both economic and political behavior as instruments for organizational change. The framework is simple but powerful; it has stimulated much cross-disciplinary analysis and debate. This paper extends this analysis by examining normative implications of Hirschman's basic premise: that exit and voice are primarily mechanisms for enhancing organizational (vs. individual) well-being.
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