Results for 'Strategic leadership'

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  1.  29
    Strategic Leadership of Corporate Sustainability.Robert Strand - 2014 - Journal of Business Ethics 123 (4):687-706.
    Strategic leadership and corporate sustainability have recently come together in conspicuously explicit fashion through the emergence of top management team positions with dedicated corporate sustainability responsibilities. These TMT positions, commonly referred to as “Chief Sustainability Officers,” have found their way into the upper echelons of many of the world’s largest corporations alongside more traditional TMT positions including the CEO and CFO. We explore this phenomenon and consider the following two questions: Why are corporate sustainability positions being installed to (...)
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  2.  56
    Spirituality and Strategic Leadership: The Influence of Spiritual Beliefs on Strategic Decision Making. [REVIEW]Kelly A. Phipps - 2012 - Journal of Business Ethics 106 (2):177-189.
    This work extends the consideration of spirituality and leadership to the field of strategic leadership. Future development in the field of spirituality and leadership will depend on greater clarity concerning the level of analysis, and will require a distinction between personal and collective spirituality. Toward that end, a framework is proposed that describes how the personal spiritual beliefs of a top level leader operate in strategic decision making like a schema to filter and frame information. (...)
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  3.  43
    Religion in Strategic Leadership: A Positivistic, Normative/Theological, and Strategic Analysis.Skip Worden - 2005 - Journal of Business Ethics 57 (3):221-239.
    This paper presents positivistic, normative/theological, and strategic analyses of the application of religion to the practice of strategic leadership in business. It is argued that elements of religion can enrich several components of strategic leadership. Furthermore, it is argued that the question of whether religion ought to be applied involves the more basic question of whether there is a common basis or a meta-framework relating theological and normative analyses. Finally, because the strategic value of (...)
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  4.  20
    The Role of Integrity as a Mediator in Strategic Leadership: A Recipe for Reputational Capital. [REVIEW]Skip Worden - 2003 - Journal of Business Ethics 46 (1):31 - 44.
    In the context of a crisis of confidence in executive leadership in corporate America, this paper examines the role of integrity as a mediator within strategic leadership and its impact on credibility in reputational capital. A tension can occur within strategic leadership between the elements of strategic planning and leadership vision. This tension can destroy the credibility of reputational capital unless strategic leadership is managed effectively. Integrity can be used as the (...)
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  5.  18
    The Role of Religious and Nationalist Ethics in Strategic Leadership: The Case of J. N. Tata. [REVIEW]Skip Worden - 2003 - Journal of Business Ethics 47 (2):147 - 164.
    This paper examines the role that religious ethics, complemented by a nationalist principle, can play in a sustained exercise of strategic leadership, hypothesizing a positive association with a societal reputation for credibility or integrity. The key to this relation is the constraining effect on strategic or financial pressures, even if there is coherence in the long-term. J. N. Tata, the founder of Tata Industries who lived in British India, was a Parsee priest and an advocate for Indian (...)
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  6.  46
    The Challenge of Leadership Accountability for Integrity Capacity as a Strategic Asset.Joseph A. Petrick & John F. Quinn - 2001 - Journal of Business Ethics 34 (3-4):331 - 343.
    The authors identify the challenge of holding contemporary business leaders accountable for enhancing the intangible strategic asset of integrity capacity in organizations. After defining integrity capacity and framing it as part of a strategic resource model of sustainable global competitive advantage, the stakeholder costs of integrity capacity neglect are delineated. To address this neglect issue, the authors focus on the cultivation of judgment integrity to handle behavioral, moral and hypothesized economic complexities as key dimensions of integrity capacity. Finally, (...)
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  7.  80
    Book Review: Strategic Leadership for a Change: Facing Our Losses, Finding Our FutureStrategic Leadership for a Change: Facing Our Losses, Finding Our FuturebyMcFaydenKenneth J.Alban Institute, Herndon, Va., 2009. 111 Pp. $17.00. ISBN 978-7-56699-392-0. [REVIEW]Anthony B. Robinson - 2010 - Interpretation: A Journal of Bible and Theology 64 (3):331-331.
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  8.  18
    Research of the Effectiveness of Strategic Leadership in Crisis Management a Comparative Study in Large Scale Enterprises and SMES in Konya 3rd Industrial Zone.Celik Adnan & Yilmaz Rabia - 2016 - Postmodern Openings 7 (2):93-114.
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  9.  2
    Effective Strategic Leadership: Balancing Roles During Church Transitions.Noel J. Pearse - 2011 - Hts Theological Studies 67 (2).
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  10.  24
    Strategic and Regulatory Approaches to Increasing Women in Leadership: Multilevel Targets and Mandatory Quotas as Levers for Cultural Change.Alice Klettner, Thomas Clarke & Martijn Boersma - 2016 - Journal of Business Ethics 133 (3):395-419.
    While substantial evidence is emerging internationally of positive increases in the participation of women on company boards, there is less evidence of any significant change in the proportion of women in senior executive ranks. This paper describes evidence of positive changes in the number of women on boards in Australia. Unfortunately these changes are not mirrored in the senior executive ranks where the proportion of women remains consistently low. We explore some of the reasons for these disproportionate changes and examine (...)
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  11.  21
    Critical Strategic Practice and Sino-Japanese Pluralized Regional Leadership: Collective Leadership, Competitive Coexistence and a Blocking Power Relationship.Jinsoo Park - 2014 - Japanese Journal of Political Science 15 (1):69-89.
    This paper aims to develop a coherent analytical tool to explain the dynamics of Sino-Japanese pluralized leadership. Highlighting the constructivist concept of critical strategic practice, it argues that the nature of pluralized leadership is not fixed by existing social structures, but rather can be dynamically changed by potential leaders through critical reflection and actions to transform identities. It then suggests three possible types of pluralized leadership: collective leadership, competitive coexistence, and a blocking power relationship. These (...)
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  12.  46
    Strategic Human Resource Management as Ethical Stewardship.Cam Caldwell, Do X. Truong, Pham T. Linh & Anh Tuan - 2011 - Journal of Business Ethics 98 (1):171-182.
    The research about strategic human resource management (SHRM) has suggested that human resource professionals (HRPs) have the opportunity to play a greater role in contributing to organizational success if they are effective in developing systems and policies aligned with the organization's values, goals, and mission. We suggest that HRPs need to raise the standard of their performance and that the competitive demands of the modern economic environment create implicit ethical duties that HRPs owe to their organizations. We define ethical (...)
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  13.  3
    Accelerate Your Leadership Development in Training Domain: Proven Success Strategies for New Training & Learning Managers.Raman K. Attri - 2018 - Singapore: Speed To Proficiency Research: S2Pro©.
    This book is a comprehensive source of guidance for individual contributors who have just transitioned (or about to transition) to new roles in training domain such as training managers, learning managers or instructional design manager or any such roles to accelerate their leadership in training domain. The book describes S2Pro© Model of Strategic Competencies for Training and Learning Management Function, developed out of years of practice and research, which proposes a framework for accelerating leadership and management development (...)
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  14.  97
    CEO Leadership Styles and the Implementation of Organizational Diversity Practices: Moderating Effects of Social Values and Age. [REVIEW]Eddy S. Ng & Greg J. Sears - 2012 - Journal of Business Ethics 105 (1):41-52.
    Drawing on strategic choice theory, we investigate the influence of CEO leadership styles and personal attributes on the implementation of organizational diversity management practices. Specifically, we examined CEO transformational and transactional leadership in relation to organizational diversity practices and whether CEO social values and age may moderate these relationships. Our results suggest that transformational leadership is most strongly associated with the implementation of diversity practices. Transactional leadership is also related to the implementation of diversity management (...)
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  15.  56
    Public Relations Leadership in Corporate Social Responsibility.Suzanne Benn, Lindi Renier Todd & Jannet Pendleton - 2010 - Journal of Business Ethics 96 (3):403 - 423.
    Many of the negative connotations of corporate social responsibility (CSR) are linked to its perceived role as a public relations exercise. Following on calls for more positive engagement by public relations professionals in organisational strategic planning and given the rapidly increasing interest in CSR as a business strategy, this article addresses the question of how the theory and practice of public relations can provide direction and support for CSR. To this end, this article explores leadership styles and motivations (...)
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  16.  13
    Responsible Leadership Helps Retain Talent in India.Jonathan P. Doh, Stephen A. Stumpf & Walter G. Tymon - 2011 - Journal of Business Ethics 98 (S1):85-100.
    The role of responsible leadership—for each leader and as part of a leader’s collective actions—is essential to global competitive success (Doh and Stumpf, Handbook on responsible leadership and governance in global business, 2005 ; Maak and Pless, Responsible leadership, 2006a . Failures in leadership have stimulated interest in understanding “responsible leadership” by researchers and practitioners. Research on responsible leadership draws on stakeholder theory, with employees viewed as a primary stakeholder for the responsible organization (Donaldson (...)
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  17.  18
    Strategic Capacity and Organisational Capabilities: A Challenge for Universities.Jean-Claude Thoenig & Catherine Paradeise - 2016 - Minerva 54 (3):293-324.
    Are universities able to operate as strategic actors? An organisational sociology based approach supported by a comparative field research project identifies three types of social, cultural and cognitive processes that play a decisive role in building and implementing local capabilities required to mobilise a strategic capacity. The paper identifies how much these processes are present in the four ideal-types of universities defined by crossing their reputation and their metrics-based performance. Such a meso deterministic perspective suggests that universities may (...)
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  18.  28
    The Impact of Leadership Longevity on Innovation in a Religious Organization.David A. Fritz & Nabil A. Ibrahim - 2010 - Journal of Business Ethics 96 (2):223 - 231.
    Navigating organizations through a changing environment is central to leadership. Thus, innovativeness has proven to be critical to the process of achieving strategic competitiveness (Yukl, Leadership in Organizations, 1998). This skill is particularly needed when the firm is confronted with the unique challenges of a religious organization. The existence of innovation and the dependencies that encourage or restrict its existence in this environment are largely unknown. Utilizing a sample of 250 religious organizations in five geographical areas this (...)
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  19.  23
    Ethics as Excellence: A Strategic Management Perspective. [REVIEW]John Milton-Smith - 1995 - Journal of Business Ethics 14 (8):683 - 693.
    Confidence in Australian business was severely shaken by the corporate scandals and collapses of the 1980s. Many commentators called for more emphasis on ethics education. This paper surveys the initiatives of Australian business schools and professional bodies and finds them superficial and ineffective. It then presents a case study in Quality Improvement which highlights the need to take a strategic and integrated approach to the development of core values such as quality, trust, ethics and social responsibility. In exploring the (...)
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  20.  34
    Strategic Contexts of the Vote on Political Reform Bills.Sadafumi Kawato - 2000 - Japanese Journal of Political Science 1 (1):23-51.
    This article employs a simple model of sophisticated voting under incomplete information and explores the strategic contexts of the vote on political reform bills in Japan. The government-sponsored political reform bills were voted down by the defection of government coalition members in the House of Councillors before a final compromise was reached in the joint committee of both houses and passed subsequently. In contrast to the accepted view that the defectors were short-sighted sincere voters, I show that Japan's institutional (...)
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  21.  26
    Leadership: An Action Research Approach. [REVIEW]Nazir Walji - 2009 - AI and Society 23 (1):69-84.
    The role of leadership in the twenty-first century is challenging and varied, with changes often impacting across national borders. Leadership is a process, involving reciprocal influence. It has shortcomings and limitations, but in optimum conditions it can harmoniously harness and synthesize relevant knowledge, make sense of environmental features and changes, and co-generate new knowledge, usually in response to strategic demands and exigencies. Leadership responsibilities are all encompassing and require a holistic overview. Participatory action research is the (...)
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  22.  14
    Anarchic Educational Leadership: An Alternative Approach to Postgraduate Supervision.Asta Rau - 2008 - Indo-Pacific Journal of Phenomenology: Phenomenology and Education: Special Edition 8:1-17.
    Supervision is widely acknowledged as influencing the quality of postgraduate theses, and thus, by implication, of postgraduates. Despite this, the literature on conducting research offers little guidance in respect of managing the supervision relationship. This paper opens a window onto the relationship - and particularly the power relationship - between a particular supervisor of postgraduate research, Howard, and his Master's student, Ray. It draws on research that explores how contemporary influences in the university domain intersect with individual agency and with (...)
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  23.  5
    Anarchic Educational Leadership: An Alternative Approach to Postgraduate Supervision.Asta Rau - 2008 - Indo-Pacific Journal of Phenomenology 8 (sup1):1-17.
    Supervision is widely acknowledged as influencing the quality of postgraduate theses, and thus, by implication, of postgraduates. Despite this, the literature on conducting research offers little guidance in respect of managing the supervision relationship. This paper opens a window onto the relationship – and particularly the power relationship – between a particular supervisor of postgraduate research, Howard, and his Master’s student, Ray. It draws on research that explores how contemporary influences in the university domain intersect with individual agency and with (...)
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  24.  6
    Management Communication in Leadership Relations: A Philosophical Model of Understanding and Contextual Agreement.Halvor Nordby - 2014 - Philosophy of Management 13 (2):75-100.
    It has been a fundamental assumption in management theory that communication is a key condition for successful management. This assumption has been linked to Habermas’ model of communicative rationality, but it is very difficult for managers to implement this model in real-life leadership relations. The reason is that practical obstacles, resource limitations and knowledge gaps make it impossible to achieve Habermas’ ideal aim of ‘shared horizons’. The article argues that it is possible for managers to meet fundamental communication conditions (...)
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  25. A Knight's Code of Business: How to Achieve Character and Competence in the Corporate World.Gene Del Vecchio - 2003 - Paramount Market.
  26.  22
    How Does Sustainability Leadership Affect Firm Performance? The Choices Associated with Appointing a Chief Officer of Corporate Social Responsibility.Frank Wiengarten, Chris K. Y. Lo & Jessie Y. K. Lam - 2017 - Journal of Business Ethics 140 (3):477-493.
    Recent years have seen a significant increase in stakeholder pressure on firms to be not only economically sustainable but also from an environmental and social perspective. Besides operational changes in practices and products companies have reacted toward this increased pressure from a strategic perspective through structural changes of their top management team. A recent addition to the TMT has been the appointment of the chief officer of corporate social responsibility. In this paper, we take a behavioral perspective and investigate (...)
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  27.  38
    The Relative Importance of Ethics as a Selection Criterion for Entry-Level Public Accountants: Does Gender Make a Difference?Nabil Ibrahim & John Angelidis - 2009 - Journal of Business Ethics 85 (S1):49 - 58.
    This paper examines public accountants' perceptions of the relative importance of business ethics as a selection criterion for entry-level public accounting positions. Also, it seeks to determine whether gender differences do exist with respect to these perceptions. The data were collected through a survey of 335 professional accountants in four southeastern states. The results show that, among the eight selection factors that were studied, technical competence in accounting, communication skills, and interpersonal skills were the most influential, while professionalism and (...) abilities were the least important. Ethics was ranked fourth by the females and sixth by the males. A multivariate analysis of variance revealed significant differences between the genders with respect to five of the eight factors. The females' scores were higher for ethics and interpersonal skills and lower for conceptual aptitude, strategic thinking, and leadership abilities. Implications for accounting educators and practitioners are discussed. (shrink)
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  28.  65
    Strategic Behavior Under Partial Cooperation.Subhadip Chakrabarti, Robert P. Gilles & Emiliya A. Lazarova - 2011 - Theory and Decision 71 (2):175-193.
    We investigate how a group of players might cooperate with each other within the setting of a non-cooperative game. We pursue two notions of partial cooperative equilibria that follow a modification of Nash’s best response rationality rather than a core-like approach. Partial cooperative Nash equilibrium treats non-cooperative players and the coalition of cooperators symmetrically, while the notion of partial cooperative leadership equilibrium assumes that the group of cooperators has a first-mover advantage. We prove existence theorems for both types of (...)
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  29.  8
    Japan's Womenomics Diplomacy: Fighting Stigma and Constructing ODA Leadership on Gender Equality.Liv Coleman - 2017 - Japanese Journal of Political Science 18 (4):491-513.
    Under conservative Prime Minister Abe Shinzo, Japan has embarked upon a high profile ‘Womenomics’ foreign policy agenda to highlight Japan's official development assistance contributions to women's empowerment worldwide. This paper examines the puzzle of why such an avowedly conservative government would pursue a feminist foreign policy agenda. The paper finds that Japan's Womenomics diplomacy cannot be explained simply by materialist or domestic political explanations, but is best understood as a strategic campaign stemming from elite concern about Japan's national identity (...)
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  30.  8
    Partial Cooperation in Strategic Multi-Sided Decision Situations.Subhadip Chakrabarti, Robert P. Gilles & Emiliya Lazarova - 2018 - Theory and Decision 85 (3-4):455-478.
    We consider a normal-form game in which there is a single exogenously given coalition of cooperating players that can write a binding agreement on pre-selected actions. The actions representing other dimensions of the strategy space remain under the sovereign, individual control of the players. We consider a standard extension of the Nash equilibrium concept denoted as a partial cooperative equilibrium as well as an equilibrium concept in which the coalition of cooperators has a leadership position. Existence results are stated (...)
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  31.  16
    Recognition Based Upon the Vitality Criterion: A Key to Sustainable Economic Success.Alexander Brink & Johannes Eurich - 2006 - Journal of Business Ethics 67 (2):155-164.
    Recognition is a basic precondition of participation. This article applies the dimension of recognition to business ethics. A case is made for normative stakeholder management as a voluntary commitment at the level of corporate leadership; this also meets management’s strategic demands. A vitality criterion is offered as a heuristic instrument, suggesting that any operation should be avoided which would violate the legitimate interests of stakeholders. For this reason, the recognition of mutually-conditioned stakeholder claims is understood as the central (...)
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  32.  10
    Corporate Social Irresponsibility and Executive Succession: An Empirical Examination.Shih-Chi Chiu & Mark Sharfman - 2018 - Journal of Business Ethics 149 (3):707-723.
    This study contributes to the corporate social responsibility, stakeholder theory, and executive succession literature by examining the effect of corporate social irresponsibility on strategic leadership turnover. We theorize that firms’ CSiR increases the likelihood of executive turnover. We also investigate the nature of succession and successor origin following CSiR. We further examine how the CSiR–CEO succession relationship is moderated by firm visibility to stakeholders and industry dynamism. Our results, based on a dataset of 248 U.S. public firms between (...)
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  33.  39
    The Chief Executive Officer and Corporate Social Performance: An Interdisciplinary Examination. [REVIEW]Anisya S. Thomas & Roy L. Simerly - 1994 - Journal of Business Ethics 13 (12):959 - 968.
    This paper attempts to cross the disciplinary boundaries of strategic management and social issues management to demonstrate the relationship between managerial characteristics and corporate social performance (CSP). Drawing on studies in strategic leadership research we develop and test hypotheses about linkages between top management attributes and different levels of CSP. Our results add credence to the argument that organizations are a reflection of their top managers, and encourage further systematic research of the influence of key executives in (...)
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  34.  20
    Religion, Opportunism, and International Market Entry Via Non-Equity Alliances or Joint Ventures.Ning Li - 2008 - Journal of Business Ethics 80 (4):771-789.
    One challenge that globalization has brought to business is that firms, as they expand their market globally through cross-border alliances, need to deal with partner firms from countries of different religious background. The impact of a country’s dominant religion on its firms’ international market entry mode choices has not been examined in traditional approaches. Focusing on hypothesizing the influence of Christian beliefs and atheism (i.e., the absence of belief in any deities), this research aims to fill the gap by exploring (...)
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  35.  13
    Managing by Values: A Corporate Guide to Living, Being Alive and Making a Living in the 21st Century.Simon L. Dolan - 2006 - Palgrave-Macmillan.
    A growing trend toward knowledge workers and more highly educated employees has made effective human resource management a key metric separating the corporate wheat from the chaff. Studies confirm that the way people are managed and developed delivers a higher return on investment than new technology, R&D, competitive strategy or quality initiatives. In this book, the authors contend that the broader management models of Management by Instructions and Management by Objectives fail to position organizations for competitive success. What is needed (...)
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  36.  13
    Excellence in Canada: Healthy Organizations – Achieve Results by Acting Responsibly. [REVIEW]Dan Corbett - 2004 - Journal of Business Ethics 55 (2):125 - 133.
    There is much public focus in North America today on issues of corporate governance and ethics due mainly to the malpractice of several high profile corporate leaders and the negative impact of this on their corporation''s stakeholders, employees and communities. This has caused a crisis of trust in the public and lead to much discussion on ways to prevent such unethical behavior by adopting new approaches through legislation and the structure of corporations. This article is not about introducing a new (...)
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  37.  2
    Excellence in Canada: Healthy Organizations? Achieve Results by Acting Responsibly.Dan Corbett - 2004 - Journal of Business Ethics 55 (2):125-133.
    There is much public focus in North America today on issues of corporate governance and ethics due mainly to the malpractice of several high profile corporate leaders and the negative impact of this on their corporation's stakeholders, employees and communities. This has caused a crisis of trust in the public and lead to much discussion on ways to prevent such unethical behavior by adopting new approaches through legislation and the structure of corporations. This article is not about introducing a new (...)
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  38.  32
    Does Increased Equity Ownership Lead to More Strategically Involved Boards?Sayan Chatterjee - 2008 - Journal of Business Ethics 87 (1):267 - 277.
    According to Jay Lorsch, boards will be increasingly expected to exercise more leadership, even strategic leadership, in the running of a firm. In order to align directors to the best interest of the firm, directors are increasingly required to purchase the equity of the companies on whose board they serve, and in the majority of cases, the minimum shareholding is 1000 shares. The rationale for this is that the directors will take the perspective of real owners of (...)
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  39.  8
    Getting Boards on Board.Daina Mazutis & Anna Eckardt - 2017 - Proceedings of the International Association for Business and Society 28:182-190.
    Strategic leadership and corporate governance scholars have long been interested in the relationship between a company’s board of directors and firm performance – primarily financial, and increasingly social and environmental performance as well. To date, research on the board-performance link, especially in the domain of ethics, responsibility or sustainability, has concentrated almost exclusively on board structural, demographic or ownership factors arguing from an agency theory perspective that increased board independence will result in more effective CEO and TMT monitoring (...)
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  40.  17
    The Decline of International Studies.Kenneth W. Thompson - 1991 - Ethics and International Affairs 5:233–245.
    With the world looking to the U.S. for strategic leadership in ethics and power, Americans cannot afford to deny American youth a strong foundation and education in international studies.
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  41. Responsible Leadership in a Stakeholder Society – A Relational Perspective.Thomas Maak & Nicola M. Pless - 2006 - Journal of Business Ethics 66 (1):99-115.
    We understand responsible leadership as a social-relational and ethical phenomenon, which occurs in social processes of interaction. While the prevailing leadership literature has for the most part focussed on the relationship between leaders and followers in the organization and defined followers as subordinates, we show in this article that leadership takes place in interaction with a multitude of followers as stakeholders inside and outside the corporation. Using an ethical lens, we discuss leadership responsibilities in a stakeholder (...)
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  42.  67
    Examining the Link Between Ethical Leadership and Employee Misconduct: The Mediating Role of Ethical Climate. [REVIEW]David M. Mayer, Maribeth Kuenzi & Rebecca L. Greenbaum - 2010 - Journal of Business Ethics 95 (1):7-16.
    Drawing on theory and research on ethical leadership and ethical climate, we examine ethical climate as a mediator of the relationship between ethical leadership and employee misconduct. Using a sample of 1,525 employees and their supervisors in 300 units in different organizations, we find support for our hypothesized model. We discuss theoretical and practical implications of these findings.
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  43.  79
    CEO Ethical Leadership, Ethical Climate, Climate Strength, and Collective Organizational Citizenship Behavior.Yuhyung Shin - 2012 - Journal of Business Ethics 108 (3):299-312.
    In spite of an increasing number of studies on ethical climate, little is known about the antecedents of ethical climate and the moderators of the relationship between ethical climate and work outcomes. The present study conducted firm-level analyses regarding the relationship between chief executive officer (CEO) ethical leadership and ethical climate, and the moderating effect of climate strength (i.e., agreement in climate perceptions) on the relationship between ethical climate and collective organizational citizenship behavior (OCB). Self-report data were collected from (...)
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  44.  58
    When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior. [REVIEW]James B. Avey, Michael E. Palanski & Fred O. Walumbwa - 2011 - Journal of Business Ethics 98 (4):573 - 582.
    The authors examined the effects of ethical leadership on follower organizational citizenship behavior (OCB) and deviant behavior. Drawing upon research related to the behavioral plasticity hypothesis, the authors examined a moderating role of follower self-esteem in these relationships. Results from a field study revealed that ethical leadership is positively related to follower OCB and negatively related to deviance. We found that these relationships are moderated by followers' self-esteem, such that the relationships between ethical leadership and OCB as (...)
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  45.  75
    Work Engagement and Machiavellianism in the Ethical Leadership Process.Deanne N. Den Hartog & Frank D. Belschak - 2012 - Journal of Business Ethics 107 (1):35-47.
    Leaders who express an ethical identity are proposed to affect followers’ attitudes and work behaviors. In two multi-source studies, we first test a model suggesting that work engagement acts as a mediator in the relationships between ethical leadership and employee initiative (a form of organizational citizenship behavior) as well as counterproductive work behavior. Next, we focus on whether ethical leadership always forms an authentic expression of an ethical identity, thus in the second study, we add leader Machiavellianism to (...)
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  46. Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership. [REVIEW]James B. Avey, Tara S. Wernsing & Michael E. Palanski - 2012 - Journal of Business Ethics 107 (1):21-34.
    The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. In a study with 845 working adults across multiple organizations, the relationships between ethical leadership with positive employee outcomes were examined. Results suggest that ethical leadership is related to both psychological well-being and job satisfaction in employees, but the processes are different. Employee voice mediated the relationship between ethical leadership and psychological well-being. Feelings of psychological ownership (...)
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  47. Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture.Shamas-ur-Rehman Toor & George Ofori - 2009 - Journal of Business Ethics 90 (4):533-547.
    Leadership which lacks ethical conduct can be dangerous, destructive, and even toxic. Ethical leadership, though well discussed in the literature, has been tested empirically as a construct in very few studies. An empirical investigation of ethical leadership in Singapore's construction industry is reported. It is found that ethical leadership is positively and significantly associated with transformational leadership, transformational culture of organization, contingent reward dimension of transactional leadership, leader effectiveness, employee willingness to put in extra (...)
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  48. A Cross-Cultural Examination of the Endorsement of Ethical Leadership.Christian J. Resick, Paul J. Hanges, Marcus W. Dickson & Jacqueline K. Mitchelson - 2006 - Journal of Business Ethics 63 (4):345-359.
    The western-based leadership and ethics literatures were reviewed to identify the key characteristics that conceptually define what it means to be an ethical leader. Data from the Global Leadership and Organizational Effectiveness (GLOBE) project were then used to analyze the degree to which four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation, and Encouragement – were endorsed as important for effective leadership across cultures. First, using multi-group confirmatory factor analyses measurement equivalence of the ethical (...) scales was found, which provides indication that the four dimensions have similar meaning across cultures. Then, using analysis of variance (ANOVA) tests each of the four dimensions were found to be universally endorsed as important for effective leadership. However, cultures also varied significantly in the degree of endorsement for each dimension. In the increasingly global business environment, these findings have implications for organizations implementing ethics programs across cultures and preparing leaders for expatriate assignments. (shrink)
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  49.  36
    Work Engagement and Machiavellianism in the Ethical Leadership Process.Deanne N. Hartog & Frank D. Belschak - 2012 - Journal of Business Ethics 107 (1):35-47.
    Leaders who express an ethical identity are proposed to affect followers’ attitudes and work behaviors. In two multi-source studies, we first test a model suggesting that work engagement acts as a mediator in the relationships between ethical leadership and employee initiative (a form of organizational citizenship behavior) as well as counterproductive work behavior. Next, we focus on whether ethical leadership always forms an authentic expression of an ethical identity, thus in the second study, we add leader Machiavellianism to (...)
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  50. Ethics, the Heart of Leadership.Joanne B. Ciulla (ed.) - 2004 - Praeger.
    The scope of the issues -- The moral relationship between leaders and followers -- The morality of leaders : motives and deeds -- Puzzles and perils of transformational leadership.
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