After briefly describing the philosophy of personalism this article assesses each of three normative leadership paradigms (transformational leadership, postmodern or postindustrial leadership, and servant leadership) in terms of five major themes of this phenomenological philosophy. Servant leadership appears to be closest to personalism. The critical ingredient for servant leadership is also personalism’s starting point, i.e. the dignity of each human person. A genuine servant leader works with his followers in building a community of participation (...) and solidarity. However, some claim that servant leaders are subject to manipulation by their followers. If so, and if transformational leaders, when too successful, gain too much power or manipulate using bogus empowerment, a superior approach might be provided by a combination in which a morally tough servant leader adopts certain transforming behaviors of Bass’s altruistic transformational leader. The leader and the followers would focus on a jointly formulated and refined vision, avoiding manipulation by any party through a mutual commitment to participation, solidarity of community, and respect for each person. (shrink)

This article has a twofold purpose: first, it explores how Leonardo Polo's personalist anthropology enriches and enhances neo-Aristotelian virtue ethics and second, it highlights how this specific personalist approach brings new perspectives to servant leadership. The recently revived neo-Aristotelian virtue ethics tradition finds that MacIntyre's scholarship significantly contributes to virtue ethics in business—particularly his conception of practices, institutions, and internal/external goods. However, we argue that some of his latest insights about the virtues of acknowledged dependence and human vulnerability remain (...) underdeveloped because of the underlying anthropology that neo-Aristotelian virtue ethics relies on. To overcome this limitation, we introduce Polo's transcendental anthropology as a possible foundation of a personalist approach that enriches virtue ethics. To do so, we address how transcendental anthropology can enrich two central aspects of virtue ethics, namely (1) the understanding of human beings and their flourishing and (2) the relationship of virtue to praxis and human work. Finally, to address the practical implications for business leadership and work that can derive from assuming transcendental anthropology, we address how servant leadership acquires a new perspective in light of this personalism and its logic of gift, highlighting interpersonal self-giving as a way of service. (shrink)

After briefly describing the philosophy of personalism this article assesses each of three normative leadership paradigms in terms of five major themes of this phenomenological philosophy. Servant leadership appears to be closest to personalism. The critical ingredient for servant leadership is also personalism’s starting point, i.e. the dignity of each human person. A genuine servant leader works with his followers in building a community of participation and solidarity. However, some claim that servant leaders are subject to manipulation (...) by their followers. If so, and if transformational leaders, when too successful, gain too much power or manipulate using bogus empowerment, a superior approach might be provided by a combination in which a morally tough servant leader adopts certain transforming behaviors of Bass’s altruistic transformational leader. The leader and the followers would focus on a jointly formulated and refined vision, avoiding manipulation by any party through a mutual commitment to participation, solidarity of community, and respect for each person. (shrink)

In any age, at any given time, there are leaders who fail to lead by example. The desires which motivate them, and the means they deploy to cover for this fact, can weave paths of destruction with social costs borne by those who can least afford them—including within the academy. Taking the right steps—both professionally and spiritually—at least theoretically make this avoidable. This article addresses select topics in light of ancient perspectives and recent phenomena alike, including those of: the harmony (...) of Thomistic personalism with stakeholder theory and transformational leadership, respectively; the relationship of Augustinian realism to cognitive dissonance theory and the composition of boards. (shrink)

The paper presents concepts of personalistic leadership and servant leadership as an alternative to the technocratic management. The most important issue in the two concepts of leadership is the empowerment, that is, the capacity of building the staff (competence, knowledge, motivation). Servant leadership is an American concept of leadership very similar to the concept of personalistic leadership. The differences arise from how to give reasons – servant leadership has inspired by religion (...) (Christianity), whereas the concept of personalistic leadership is based on the personalism and phenomenology. (shrink)

Phenomenology of management seeks to grasp the essence of manager's work – its core is the analysis of leadership. Phenomenology of leadership is an approach that makes the idea “to be someone – to do something” becomes the guiding principle of of management. Max Scheler’s “moral flight” phenomenology is one of the most important inspiration in the analysis of leadership. His anthropology reveals that being a man is in fact a continuing task that is impossible to take, (...) and the result depends on the man himself. Scheler’s phenomenology is a good way to discover the essence of leadership (eidos) in the process of culture change. This article presents a case study: Ricardo Semler’s inner transformation, who might overcome the technocratic attitude and make the “moral flight”. The main inspiration for him was a metaphor “builder of cathedrals”. As a result of his own inner transformation has become a “builder of cathedrals”, such as a leader, who serves – it was a condition for conversion of others in the “cathedral builders”. As a result of the Semler's “moral flight” their company was transformed in “cathedral builders” guild – community of work. (shrink)

Populism has become one of the most worrying political phenomena, and given its complexity, one of the most controversial and debated today in social sciences. This article deconstructs and compares the discourses of the Spanish parties that are generally classified as populist —the left-leaning Podemos, the right-wing Vox and the Basque and Catalan secessionist parties EH Bildu, Esquerra Republicana de Catalunya and Junts per Catalunya— according to five dimensions of populism: i) antagonism, ii) morality, iii) idealised construction of society, iv) (...) exaltation of popular sovereignty, and v) personalist leadership. This article shows that, despite significant ideological and programmatic differences, all these parties share many discursive features and a similar way of articulating their communications, interpreting social and political dynamics, as well as instrumentalizing crises to build new political identities. (shrink)

More than a century after Max Weber’s Vocation Lectures, the idea of charisma is still commonly associated with a leader’s personal qualities. This personalistic and—as I argue—simplistic understanding of the Weberian theory of charisma was perpetuated, especially in leadership studies, during the twentieth century by political scientists, social psychologists, and sociologists. Generally overlooked is the fact that the Weberian notion of charisma comprises diverse and fundamental metapersonal meanings that transcend individual qualities and revolve, among other things, around a (...) specific combination of public positions, temporal contexts, and collective expectations. After framing the ambivalence of the concept of charisma within more fundamental and fertile ambivalences of Max Weber’s epistemological approach, this article demonstrates that metapersonal understandings of charisma actually prevailed in Weber’s writings prior to his late—and pedagogical— Vocation Lectures and series of newspaper articles. In the final part, I deduce from Weber’s writings a repertoire of metapersonal forms of charisma in politics, and I conclude that, when contemporary political leaders seek to activate such charismatic processes in order to pursue essentially charismatic forms of legitimation, important implications can arise regarding the unstable balance among liberal democracies, populisms, and authoritarianisms. (shrink)

Well-versed in contemporary social science and in alternative views of theology and metaphysics, Walter Muelder has remained a practicing idealistic thinker for many years. The subtitle of this substantial volume is: “Forty Years of Communitarian Personalism.” Commencing with a brilliant forty-two page autobiographical statement, the volume contains nineteen essays, dating from 1939–1979, on various theoretical and practical themes. Without being combative or even polemical, Muelder straightforwardly deals with controversial issues and significant religious implications of philosophical Personalism, showing affinity with, if (...) not reliance upon, Ritschl, Bowne, Knudson, and Brightman. While not directly philosophical in character, one finds a philosophical perspective underlying every essay. They constitute a remarkable series of insights into the social nature of human personality and the ethical requirements laid upon society, the nation, and the church. They represent the practical outworkings of a technically trained mind, whose eminent leadership in the most forward areas of religious and social thought has not been duly appreciated. (shrink)

Some virtue ethicists are reluctant to consider principles and standards in business ethics. However, this is problematic. This paper argues that realistic Personalism can be integrated into virtue-based business ethics, giving it a more complete base. More specifically, two principles are proposed: the Personalist Principle (PP) and the Common Good Principle (CGP). The PP includes the Golden Rule and makes explicit the duty of respect, benevolence, and care for people, emphasizing human dignity and the innate rights of every human being. (...) The CGP entails cooperation to promote conditions which enhance the opportunity for the human flourishing of all people within a community. Both principles have practical implications for business ethics. (shrink)

Responsible leadership is rare. It is not that most leaders are irresponsible, but responsibility in leadership is frequently defined so that an important connotation of responsible leadership is ignored. This article equates responsible leadership with virtuousness. Using this connotation implies that responsible leadership is based on three assumptions—eudaemonism, inherent value, and amplification. Secondarily, this connotation produces two important outcomes—a fixed point for coping with change, and benefits for constituencies who may never be affected otherwise. The (...) meaning and advantages of responsible leadership as virtuous leadership are discussed. (shrink)

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 (...) effort, and employee satisfaction with the leader. However, it is also found that ethical leadership bears no correlations with transactional leadership. Also, it is negatively correlated with laissez-faire leadership and transactional culture of the organization. The findings also reveal that ethical leadership plays a mediating role in the relationship between employee outcomes and organizational culture. Practical implications of these findings are discussed. Directions for future research are also suggested. (shrink)

Notwithstanding the fact that care ethics has received increased attention, it has also faced much criticism. One of the focal points of critics is the normativity of care. Only when the objective normative basis of care is sufficiently clarified can care practices be evaluated and optimized from an ethical point of view. We emphasize that two levels of normativity can be identified: the context level and the foundational anthropology level. The personalist approach to care ethics is normatively stronger, at least (...) on one level, namely the foundational anthropology level. This personalist approach to care ethics indicates in which direction action must be taken so that human action may be considered ethically sound. (shrink)

Albert Cornelius Knudson, the man, by E. A. Leslie.--Bowne and personalism, by F. J. McConnell.--Personality as a metaphysical principle, by E. S. Brightman.--Personalism and nature, by C. D. Hildebrand.--The cultural integration of science and religion, by E. T. Ramsdell.--The personality of God, by F. G. Ensley.--Divine sovereignty and human freedom, by Georgia Harkness.--Personalistic elements in the Old Testament, by R. H. Pfeiffer.--Personalism and the trend of history, by R. T. Flewelling.--Personality and Christian ethics, by W. G. Muelder.--Personalism and race, (...) by W. J. King.--Personalism and religious education, by E. B. Marlatt.--Bibliography of Knudson's writings, by C. D. Hildebrand (p. 249-257). (shrink)

The detailed analysis of a particular quasi-historical numerical example is used to illustrate the way in which a Bayesian personalist approach to scientific inference resolves the Duhemian problem of which of a conjunction of hypotheses to reject when they jointly yield a prediction which is refuted. Numbers intended to be approximately historically accurate for my example show, in agreement with the views of Lakatos, that a refutation need have astonishingly little effect on a scientist's confidence in the ‘hard core’ of (...) a successful research programme even when a comparable confirmation would greatly enhance that confidence. Timeo Danaos et dona ferentis. (shrink)

Ethical leadership is the best response in the crisis state of postmodern man. Ethical leadership is a construct that leads to personal transfiguration, organizational effectiveness, improved interpersonal communication, and the achievement of a joint platform for professional action. Its development has also a beneficial effect as it brings ethics back to the core of public action, to the front line of organizational life and personal development. Whether it follows a religious model or a model resulting from laicized religious (...) values, leadership construing is based on a personal development process that follows an initiating structure in the world of values and their practice in personal ethical action. This is doubled by an ethics institutionalization process in which the organization itself becomes a structure of ethical and effective communication both inside and outside. An authentic leadership supposes positing the leader in the center of an ethical edifice in which achieving public good is done through instruments of personal development, ethics management and managerial ethics, ethical responsibility and sustainability, human condition improvement, spiritual transfiguration and authenticity. Added to this is the leader’s personal effort of involvement in the organization. Ethical leadership relies on a person’s vocation of developing an ethical culture in professional situations and in all life experiences. (shrink)

MacIntyre argues that management embodies emotivism, and thus is inherently amoral and manipulative. His claim that management is necessarily Weberian is, at best, outdated, and the notion that management aims to be neutral and value free is incorrect. However, new forms of management, and in particular the increased emphasis on leadership which emerged after MacIntyre’s critique was published, tend to support his central charge. Indeed, charismatic and transformational forms of leadership seem to embody emotivism to a greater degree (...) than do more Weberian, bureaucratic forms of management; hence, MacIntyre’s central contention about our emotivistic culture seems to be well founded. Having criticised the details but defended the essence of MacIntyre’s critique of management, this paper sketches a MacIntyrean approach to management and leadership by highlighting the affinities between MacIntyre’s political philosophy and Greenleaf’s concept of servant leadership. (shrink)

My paper highlights one Personalist aspect of St. Anselm's Platonic perspective, namely the ontological priority and interpenetration of persons. The paper first discusses Anselm's metaphysical Platonism, then charts the Anselmian path towards God, through participation in the divine attributes. It then focuses on images of persons, and their degree of being. I argue that, at least for certain human relationships marked by strong love or friendship, Anselm regards the image of the person as mediating the being of the person imaged.

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 (...) society, thereby following Bass and Steidelmeier’s suggestion to discuss “leadership in the context of contemporary stakeholder theory” (1999: 200). Moreover, from a relational and stakeholder perspective we approach the questions: What is responsible leadership? What makes a responsible leader? What qualities are needed? Finally, we propose a so-called “roles model” of responsible leadership, which gives a gestalt to a responsible leader and describes the different roles he or she takes in leading stakeholders and business in society. (shrink)

The integration of personalism into business ethics has been recently studied. Research has also been conducted on humanistic management approaches. The conceptual relationship between personalism and humanism , however, has not been fully addressed. This article furthers that research by arguing that a true humanistic management is personalistic. Moreover, it claims that personalism is promising as a sound philosophical foundation for business ethics. Insights from Jacques Maritain’s work are discussed in support of these conclusions. Of particular interest is his (...) distinction between human person and individual based on a realistic metaphysics that, in turn, grounds human dignity and the natural law as the philosophical basis for human rights, personal virtues, and a common good defined in terms of properly human ends. Although Maritain is widely regarded as one of the foremost twentieth century personalist philosophers, his contribution has not been sufficiently considered in the business ethics and humanistic management literature. Important implications of Maritainian personalism for business ethics as philosophical study and as practical professional pursuit are discussed. (shrink)

We examined the direct and indirect (via relational social capital) relationship between ethical leadership and knowledge hiding. We also tested the moderating role of instrumental thinking in the relationship between ethical leadership and knowledge hiding and the relationship between ethical leadership and relational social capital. Data were collected from 245 employees in different firms spanning different manufacturing and service sectors. The results showed that ethical leadership was negatively related to knowledge hiding, both directly and via relational (...) social capital. The results revealed that instrumental thinking moderated the positive relationship between ethical leadership and relational social capital, such that the relationship was weak when instrumental thinking was high. The results also showed that instrumental thinking moderated both direct and indirect relationships between ethical leadership and knowledge hiding, such that the relationships were weak when instrumental thinking was high. The study carries important practical implications for managers concerned about the destructive consequences of knowledge hiding. (shrink)

We are republishing these classic works in affordable, high quality, modern editions, using the original text and artwork.

This chapter contains sections titled: Introduction European Personalism American Personalism Conclusion Works cited.

Medical ethics enjoyed a remarkable degree of continuity from the days of Hippocrates until its long-standing traditions began to be supplanted, or at least supplemented, around the middle of the twentieth century. Scientific, technological, and social developments during that time produced rapid changes in the biological sciences and in health care. These developments challenged many prevalent conceptions of the moral obligations of health professionals and society in meeting the needs of the sick and injured .The Anglo-American textbook of Beauchamp and (...) Childress became the referential work for the discipline of `bio-ethics'. The authors are convinced that a long history of ancient, medieval and modern health care reflection remains very disappointing from the perspective of contemporary biomedical ethics: “It shows how inadequately, and with what measure of insularity, problems of truthfulness, privacy, justice, communal responsibility and the like were framed in past centuries ”. They defend the four principles approach to biomedical ethics, an approach which somewhat disparagingly has been called principlism.The influence of their work has been so strong that bio-ethics seemed to become overwhelmed by the importance of their contribution. It even created a large separation between Anglo-American approaches in bio-ethics and the European-Continental approach . In any case, contemporary biomedical ethics incorporates theoretical conflicts of considerable complexity, and the diverse theories make it no easier.The personalist approach to biomedical ethics presents itself as a typical European reaction to the rapid changes in medicine and health care. Some call it, however, a kind of renewal of the old Thomistic approach, whereby the concept of `nature' has been replaced by the more dynamic concept of `person'. In that way personalism has been situated by many observers as a `person' centred natural law tradition which focuses on the rational nature of the human person as the moral norm of nature. This gives the impression that personalism is only a very `static' variant of the natural law approach.I would, however, defend the opinion that personalism offers a very dynamic and creative approach to the complexities of recent developments in biomedicine. In what follows, I will illustrate this by clarifying two basic dimensions of the integration of personalism in biomedical ethics: the personalist approach offers a relational foundation for medicine as a healing profession and it presents an ethical framework for the integration of new developments in medicine. First, however, I would like to situate the importance of this theoretical reflection for medical ethics. (shrink)

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 the (...) TMT?What effects do corporate sustainability TMT positions have at their organizations? We consider these questions through strategic leadership and neoinstitutional theoretical frameworks. Through the latter, we also engage with Weberian considerations of bureaucracy. We find that the reasons why corporate sustainability TMT positions are installed can be in response to a crisis at the corporation for which its legitimacy is challenged. We also find the corporate sustainability TMT position can be installed proactively in an effort to realize external opportunities that may have otherwise gone unrealized without concerted attention and coordination afforded by a strategic level position. Regarding effects, we determine the position can relate to the establishment of bureaucratic structures dedicated to corporate sustainability within the corporation through which formalized processes and key performance indicators to drive corporate sustainability performances are established. In the face of our finding that many corporate sustainability TMT positions are being removed despite having only relatively recently been introduced to their respective TMTs, we find that the successful implementation of bureaucratic machinery can help considerations to sustainability extend beyond the tenure of a corporate sustainability position within the TMT. (shrink)

Leadership is instrumental to resolution of collective action dilemmas, particularly in large, heterogeneous groups. Less is known about the characteristics or effectiveness of leadership in small-scale, homogeneous, and relatively egalitarian societies, in which humans have spent most of our existence. Among Tsimane’ forager-horticulturalists of Bolivia, we (1) assess traits of elected leaders under experimental and naturalistic conditions and (2) test whether leaders impact or differentially benefit from collective action outcomes. We find that elected leaders are physically strong and (...) have more kin and other exchange partners. Their ranks on physical dominance, kin support, and trustworthiness predict how well their groups perform, but only where group members have a history of collaborative interaction. Leaders do not take more of the spoils. We discuss why physically strong leaders can be compatible with egalitarianism, and we suggest that leaders in egalitarian societies may be more motivated by maintaining an altruistic reputation than by short-term rewards of collective action. (shrink)

Servant leadership has been theorized as a model where the moral virtue of humility co-exists with action-driven behavior. This article provides an empirical study that tests how these two apparently paradoxical aspects of servant leadership interact in generating follower engagement, while considering the hierarchical power of the leader as a contingency variable. Through a three-way moderation model, a study was conducted based on a sample of 232 people working in a diverse range of companies. The first finding is (...) that humble leaders showed the highest impact on follower engagement regardless of their hierarchical position. Less humble leaders in lower hierarchical positions seem to be able to compensate for that through a strong action-oriented leadership style. Most notably for leaders in high hierarchical positions, the moral virtue of humility seems to strengthen the impact of their action-oriented leadership the most. These findings provide empirical support and a better understanding of the interplay between the moral virtue of humility and the action-oriented behaviors of servant leadership. (shrink)

To mark the 70th anniversary of the adoption of the Universal Declaration of Human Rights, the author embarked on an attempt to analyze the theoretical and historical framework that contributed to the adoption of the document. The first part of the article discusses the development of the philosophy of personalism from Mounier to Maritain and analyzes Maritain’s views on human rights. In the second part of the article, the author shows the decisive influence of the personalists Charles Malik and Rene (...) Cassin on the adoption of the document, which clearly bears the mark of the Christian personalistic discourse and notions. (shrink)

One of the concepts with unclear definitions is teacher leadership. Teachers must be inclined to take various risks to become leaders. In fact, in practice, most teachers are not taught leadership skills in career preparation programs. Teachers' success in decision-making processes and school leadership efforts is sometimes limited. Teachers who achieve control in their classrooms have much more power to make suggestions to other adults in the school and can bring valuable qualities to the school as teacher (...) leaders. In addition to aiming to organize effective classroom activities, teacher leadership also requires taking part in school activities. This research was conducted to discuss the roles and strategies of principals and teachers in developing teacher leadership in Azerbaijan. To achieve the purpose of the research, the scanning method was followed and a theoretical analysis was made. Leadership is the ability to motivate a group, gather them around certain goals, and achieve these goals together. As an effective leader, the teacher has the responsibility of developing a vision, sharing his vision, and organizing learning experiences appropriate to the development and individual differences of all students. (shrink)

This volume is Mounier's final definition of personalism. First published less than a year before his death in 1950, it is a beautifully written, clear yet unsystematic statement of personalism.

Leadership and ethics are habitually treated as related to separate spheres. It would be better, perhaps, if leadership and ethics were treated as belonging to a single domain. Ethics is an aspect of leadership and not a separate approach that exists alongside other approaches to leadership such as the trait approach, the situational approach, etc. This holds especially true for the military, one of the few organizations that can legitimately use violence. Today, most militaries opt for (...) a character-based approach for the ethics education of their leaders and espouse leadership theories that want leaders to be strong and visionary. Both the role of character and leadership are increasingly questioned, however, on the basis that situational factors are more influential than leadership and character. A closer look suggests that an interactionist perspective, with leadership, character, and the situation interplaying, is more accurate. It is still good leadership that keeps soldiers from crossing the line between the lawful use of force and excessive violence. (shrink)

What makes a good leader? This paper takes Socrates in Plato’s early dialogues as the starting point for developing three leadership skills that are still relevant today: being on a mission, thinking in questions, and thinking like a beginner. I arrive at these Socratic leadership skills through an interdisciplinary approach to Plato’s early dialogues that puts Socrates in conversation with a diversity of thinkers: modern-day business leaders and leadership coaches, educators, Zen Buddhists, and art historians. I show (...) that Socratic leadership skills are valued in today’s business world, and I propose concrete exercises that can help anyone acquire these skills. In contrast to Platonic leadership—the leadership skills of the philosopher king—Socratic leadership skills have not been the focus of much investigation. This paper aims to advance a scholarly conversation about Socrates as a leadership model. (shrink)

Abraham Maslow’s needs theory is one of the most influential motivation theories in management and organizational behavior. What are its anthropological and ethical presuppositions? Are they consistent with sound business philosophy and ethics? This paper analyzes and assesses the anthropological and ethical underpinnings of Maslow’s needs theory from a personalistic framework, and concludes that they are flawed. Built on materialistic naturalism, the theory’s “humanistic” claims are subverted by its reductionist, individualistic approach to the human being, which ends up in (...) a needs-based ethics that understands goodness, virtue, and rights in instinctual, subjectivistic, and relativistic terms. Its moral imperative, “Be yourself!,” is either the materialistic fiat of genetic drives or the voluntaristic command of unbridled will. Significant implications for business educators, managers, and organizations are discussed, along with recommendations. Managerial theories and approaches that reduce personality to individuality are inconsistent with proper anthropological and ethical business principles. Adopting those individualistic theories may ultimately undermine organizational effectiveness, and the very essence of business as human activity and of management as human calling. Instead, personalistic anthropology and virtue ethics, rooted in Aristotelian–Thomistic thought, soundly account for properly human nature and the good life. Business educators and practitioners are encouraged to embrace this integral, truly humanistic framework for motivation, and management theory and practice. (shrink)

Historical study has traditionally been built around the placement of the human at the center of inquiry. The de-stabilized concepts of the human in contemporary thought challenge this configuration. However, the ways in which these challenges provoke new historical perspectives both expand and enrich historical study but are also weak and vulnerable in their concept of the human, lacking or omitting something valuable in our self-understanding. A Personalist Philosophy of History argues for a robust concept of personhood in our experience (...) of the past as a way to resolve this conflict. -/- Focused on those who know history, rather than on the abstract properties of knowledge, it extends the moral agency of persons into non-human, trans-human, and deep history domains. It describes an approach to moral life through historical experience and study, rather than through abstractions. And it describes a kind of historiography that matches factual accuracy to both the constructed nature of understanding and to unavoidable moral purpose. -/- Table of Contents: Introduction Chapter 1. Receiving the Past Chapter 2. Moral Agency Personalism Chapter 3. Shaping Up Time Chapter 4. The Long Experience of Moral Obligation Chapter 5. From Moral Force Ethics to Personalist Philosophy of History . (shrink)

Although synthetic biology is a promising discipline, it also raises serious ethical questions that must be addressed in order to prevent unwanted consequences and to ensure that its progress leads toward the good of all. Questions arise about the role of this discipline in a possible redefinition of the concept of life and its creation. With regard to the products of synthetic biology, the moral status that they should be given as well as the ethically correct way to behave towards (...) them are not clear. Moreover, risks that could result from a misuse of this technology or from an accidental release of synthetic organisms into the environment cannot be ignored; concerns about biosecurity and biosafety appear. Here we discuss these and other questions from a personalist ontological framework, which defends human life as an essential value and proposes a set of principles to ensure the safeguarding of this and other values that are based on it. (shrink)

Leslie, E. A. Albert Cornelius Knudson, the man.--McConnell, F. J. Bowne and personalism.--Brightman, E. S. Personality as a metaphysical principle.--Hildebrand, C. D. Personalism and nature.--Ramsdell, E. T. The cultural integration of science and religion.--Ensley, F. G. The personality of God.--Harkness, G. Divine sovereignity and human freedom.--Pfeiffer, R. H. Personalistic elements in the Old Testament.--Flewelling, R. T. Personalism and the trend of history.--Muelder, W. G. Personality and Christian ethics.--King, W. J. Personalism and race.--Marlatt, E. B. Personalism and religious education.

I argue in this article that responsible leadership (Maak and Pless, 2006) contributes to building social capital and ultimately to both a sustainable business and the common good. I show, first, that responsible leadership in a global stakeholder society is a relational and inherently moral phenomenon that cannot be captured in traditional dyadic leader–follower relationships (e.g., to subordinates) or by simply focusing on questions of leadership effectiveness. Business leaders have to deal with moral complexity resulting from a (...) multitude of stakeholder claims and have to build enduring and mutually beneficial relationships with all relevant stakeholders. I contend, second, that in doing so leaders bundle the energy of␣different constituencies and enable social capital building. Social capital can be understood as actual or potential resources inherent to more or less institutionalized relationships of mutual recognition (Bourdieu 1980). By drawing on network analysis I suggest, third, that responsible leaders weave durable relational structures and ultimately networks of relationships which are rich in ties to otherwise unconnected individuals or groups. Against this background I argue, fourth, that responsible leadership may result in the creation of value networks (Lord and Brown, 2001) of multiple stakeholders, which enhance social capital and thereby contribute to both a sustainable business and the common good. (shrink)

The authors developed this textbook in response to an increasing interest in ethics, and a growing number of courses on this topic that are now being offered in educational leadership programs. It is designed to fill a gap in instructional materials for teaching the ethics component of the knowledge base that has been established for the profession. The text has several purposes: First, it demonstrates the application of different ethical paradigms (the ethics of justice, care, critique, and the profession) (...) through discussion and analysis of real-life moral dilemmas that educational leaders face in their schools and communities. Second, it addresses some of the practical, pedagogical, and curricular issues related to the teaching of ethics for educational leaders. Third, it emphasizes the importance of ethics instruction from a variety of theoretical approaches. Finally, it provides a process that instructors might follow to develop their own ethics unit or course. * Part I provides an overview of why ethics is so important, especially for today's educational leaders, and describes a multiparadigm approach essential to practitioners as they grapple with ethical dilemmas. * Part II deals with the dilemmas themselves. Ethical dilemmas written by the authors' graduate students bring readers face-to-face with the kinds of dilemmas faced by practicing administrators in urban, suburban, and rural settings in an era full of complexities and contradictions. * Part III focuses on pedagogy and provides teaching notes for the instructor. The authors discuss the importance of self-reflection on the part of both instructors and students, and model how they thought through their own personal and professional ethical codes as well as reflected upon the critical incidents in their lives that shaped their teaching and frequently determined what they privileged in class. (shrink)

Ethical Personalism proposes to reflect on the person from at least three levels: ontology, epistemology, and ethics. Articulating the ontological and inalienable value of the human person, i.e., her dignity, from various philosophical and religious angles and traditions, the contributors show not just what it means to be a human person, but also what it takes to live accordingly. Hence, beyond the purely theoretical elaboration on ethical personalism that reposes the crucial debates between relativism and realism on the one hand, (...) and consequentialism and deontology on the other, this volume offers a range of insights useful for addressing concrete and practical matters that we, as humans, are confronted by in our everyday life. Ethical Personalism unequivocally affirms the necessity of (re)placing the person in the centre of our project of society, economic plans, political settings, and environment policies. (shrink)

I have argued that the central Christian doctrine of general resurrection (with particular reference to the Pauline corpus) can and should be understood in a scientifically and philosophically informed context, and have proposed a personalist-phenomenological model of general resurrection as a personally continuous transformative re-embodiment by the grace of God within an interpretative framework that respects the methods and findings of science while rejecting scientism and associated physicalist metaphysical claims. I have considered and rejected the re-assembly model of resurrection on (...) theological, philosophical and scientific grounds. (shrink)

Research on the normative aspect of leadership is still a relatively new enterprise within the mainstream of leadership studies. In the past, most academic inquiry into leadership was grounded in a social scientific paradigm that largely ignored the ethical substance of leadership. However, perhaps because of a number of public and infamous cases of failure in business leadership, in recent years there has been renewed interest in the ethical side of leadership in business. This (...) paper argues that ethical issues of leadership actually arise at number of different levels, and that it is important to distinguish between various diverse kinds of ethical issues that arise in the study of leadership. The three levels identified are the level of the individual morality of leaders, the level of the means of their leadership, and the level of the leadership mission itself. We argue that only by fully understanding all of the different levels of ethical analysis pertinent to business leadership, and the distinctive kind of issues that arise at each level, can we fully integrate normative studies of leadership into the field of leadership studies. As such, this paper offers a model that incorporates three different levels of ethical analysis that can be used to study normative issues in leadership studies. Such a model can be used to better understand and integrate ethical issues into research, teaching, and training in leadership. (shrink)

Contemporary discussions about the nature of leadership abound. But what constitutes a good leader? Are ethics and leadership even compatible? -/- Accounts of leadership often lie at either end of an ethical spectrum: on one end are accounts that argue ethics are intrinsically linked to leadership; on the other are (Machiavellian) views that deny any such link-intrinsic or extrinsic. Leadership appears to require a normative component of virtue; otherwise 'leadership' amounts to no more than (...) mere power or influence. But are such accounts coherent and justifiable? -/- Approaching a controversial topic, this series of essays tackles key questions from a range of philosophical perspectives, considering the nature of leadership separate from any formal office or role and how it shapes the world we live in. (shrink)

Beekun and Badawi, both professors of management and strategy, have written this primer on leadership integrating contemporary business techniques with traditional Islamic knowledge. The leadership paradigm is changing, and a leadership model based on ethical principles is finally emerging-a position that Islam has taken from the start. The synthesis of the authors results in a highly practical and inspiring manual for developing leadership skills.

Servant leadership and other ethical and moral approaches to leadership have been criticized for focusing on followers to the potential detriment of other stakeholders, specifically shareholders. With individual data collected from 485 respondents nested in 55 similar stores in a single company, within a large metropolitan area in France, we tested a multilevel model whereby servant leadership relates positively to business-unit performance measured by profit growth—a key indicator for shareholders—through the mediation of employee flourishing and revenue growth. (...) With financial performance data collected approximately 15 months after servant leadership was measured, results supported the hypothesized relationships. At the individual level, this study also showed the association of servant leadership and employee flourishing to be negatively moderated by individual perceptions of power distance orientation: the weaker the power distance orientation, the stronger the influence of servant leadership on employee flourishing. Improving on prior studies that relied on data aggregated at the group level and proximal indicators of performance, this multilevel study sheds light on how servant leadership, a prominent form of ethically conscious leadership, may resolve the fundamental tension leaders face vis-à-vis the potentially diverging interests of their stakeholders. (shrink)

Although synthetic biology is a promising discipline, it also raises serious ethical questions that must be addressed in order to prevent unwanted consequences and to ensure that its progress leads toward the good of all. Questions arise about the role of this discipline in a possible redefinition of the concept of life and its creation. With regard to the products of synthetic biology, the moral status that they should be given as well as the ethically correct way to behave towards (...) them are not clear. Moreover, risks that could result from a misuse of this technology or from an accidental release of synthetic organisms into the environment cannot be ignored; concerns about biosecurity and biosafety appear. Here we discuss these and other questions from a personalist ontological framework, which defends human life as an essential value and proposes a set of principles to ensure the safeguarding of this and other values that are based on it. (shrink)

Leadership, corporate responsibility and management ethics underline the human centered paradigm in the complex world of today. One major issue in management is impact on people. This book relates to the outcomes of human interaction within and beyond the borders of an organization. It discusses what motivates moral behavior at the individual and the collective levels, how morality is engrained in markets and how it is deployed in business processes and stakeholder relations. The book shows that human centered management (...) is built and consolidated in four complementary dimensions: ethical, social, economic and institutional. It emphasizes that moral managers and moral markets are essential for business sustainability. Rethinking Leadershipcovers ethics development from its origin to help managers understand and confront the 21st century's increasing challenges and disruptions. Its clear narrative and cogent examples bridge scholars and practitioners, with distinctive examples on how to implement human centered management and how to teach the subject to executives. The author has 30 years of business experience in developed and developing countries and 20 years in academia in the US and in Europe, which provides solid background to effectively and affectively discuss the topic from the multiple angles. (shrink)

The practice of relational leadership is essential for dealing with the increasingly urgent and complex social, economic and environmental issues that characterize sustainability. Despite growing attention to both relational leadership and leadership for sustainability, an ethical understanding of both is limited. This is problematic as both sustainability and relational leadership are rife with moral implications. This paper conceptually explores how the moral theory of ‘ethics of care’ can help to illuminate the ethical dimensions of relational (...) class='Hi'>leadership for sustainability. In doing so, the implications of ethics of care more broadly for the practice of relational leadership development are elaborated. From a caring perspective, a ‘relational stance’ or logic of effectiveness can be fostered through engaging in a reflective process of moral education through conversation. In starting this dialogue, we can begin to build capacity for relational leadership for sustainability and, thus, support the development of individual well-being and organizational and societal flourishing. (shrink)