The aim of this article is to undertake a systematic literature review (SLR) of empirical research that uses multi‐source methods for collecting data about Ethical Leadership (EL). Research on this sensitive subject benefits from the inclusion of data from more than one source, in order to be better supported, and thus contribute to a deeper understanding of leadership and business ethics issues. The search strategy retrieved a total of 50 multi‐source empirical studies on the topic of EL, published until December (...) 2017. This SLR shows that (a) research on EL has focused mostly on the perceptions of followers, possibly because they are the most accessible target of its outcomes, thus restricting the scope of this body of research; (b) EL is studied mainly through consideration of its consequences, a restriction that hinders explanation of the causal processes involved in ethical leadership, which remains a research arena in need of development. The systematic inclusion of other stakeholders in multi‐source methods is advanced as a way to further develop the field. (shrink)

Drawing on the interactionist perspective of innovation and on the sustainable ethical strength framework, the present research examines the moderating role of supervisors’ moral courage to go beyond compliance in the relationships between teamwork quality, team creativity, and team idea implementation. Two field studies, using multi-source and multi-wave data, indicated that teamwork quality was positively related to team idea implementation via team creativity, particularly when team supervisors revealed moral courage to go beyond compliance. When supervisors lacked such courage, teams struggled (...) to develop creative ideas and to implement them. Robustness checks and tests of alternative theoretical explanations indicated that our model and findings are robust. From a theoretical perspective, our findings indicate that, due to its empowering and promotion focused orientation, supervisors’ courage to go beyond compliance has relevance for the teamwork and team innovation domains, playing an important moderating role in defining whether quality teamwork leads to enhanced team creativity and team idea implementation. (shrink)

The Economy for the Common Good proposes a more ethical and sustainable society and organizations based on the common good concept. The study investigates entrepreneurs' reasons for joining the ECG movement and organizational changes introduced following the implementation of the ECG managerial system. Semistructured interviews were held with managers of nine Italian organizations belonging to the movement. Interviews were transcribed, and qualitative content analysis was performed using NVivo 12. Eleven nodes integrating 279 answer units were coded, addressing reasons for adhering, (...) actions introduced, difficulties, overcoming strategies and enablers. The results suggest that ECG values and particularly Environmental Sustainability and Human Dignity are two main reasons to join the movement, that a Common Good Report is a valuable tool for the organizational analysis, that such analysis can be replicated with other ECG organizations, and that pursuing decent work conditions strengthens the adhesion to the ECG movement. The seven conceptual propositions highlight the congruence between the value structure of the organization and the values of the ECG, the congruence between the values held by proximal organizational stakeholders and the changes encouraged by ECG approach, and that rewards and recognition by the organizational stakeholders and society reinforce and maintain the adhesion path. (shrink)