In spite of extensive study and efforts to improve business ethics and increase corporate social responsibility, a quick review of almost any business publication will show that breaches of ethics are a common occurrence in the business community. In this paper we explore reasons for potential discrepancies or gaps between organizational and individual ethical standards, the consequences of such discrepancies, and possible methods of reducing the detrimental effects of these differences. The concept of self-leadership, as constructed through social (...) learning theory is examined, and shown to be a potentially valuable tool for employees'' use in making reasoned decisions in varying organizational ethical climates. Specifically, the authors will show how the practice of self-leadership can be employed as an important means to improve moral action within the firm. (shrink)

A two stage model was developed and tested to explain how ethical leadership relates to followers’ ethical judgment in an organizational context. Drawing on social learning theory, ethical leadership was hypothesized to promote followers’ self-leadership focused on ethics. It was found that followers’ perceived accountability fully accounts for this relationship. In stage two, the relationship between self-leadership focused on ethics and moral judgment in a dual decision-making system was described and tested. Self-leadership (...) focused on ethics was only related to moral judgment when followers use active judgment as opposed to their intuition. This provides support that a deliberate application of self-leadership focused on ethics leads to higher moral judgment. Theoretical and practical implications as well as future research opportunities are discussed. (shrink)

It is important to understand the processes behind how and why individuals emerge as leaders, so that the best and most capable individuals may occupy leadership positions. So far, most literature in this area has focused on individual characteristics, such as personality or cognitive ability. While interactions between individuals and context do get research attention, we still lack a comprehensive understanding of how the social context at work may help individuals to emerge as leaders. Such knowledge could make an (...) important contribution toward getting the most capable, rather than the most dominant or narcissistic individuals, into leadership positions. In the present work, we contribute toward closing this gap by testing a mediation chain linking a leader's leader self-awareness to a follower's leadership emergence with two time-lagged studies (nstudy1 = 449, nstudy2 = 355). We found that the leader's leader self-awareness was positively related to (a) the follower's leadership emergence and (b) the follower's nomination for promotion and that both relationships were serially mediated by the follower's self-leadership and the follower's leader self-efficacy. We critically discuss our findings and provide ideas for future research. (shrink)

As one of 21st century key skills, self-leadership is not only the internal factor of private college undergraduates’ independent development, but also related to the quality improvement of talent cultivation of private undergraduate colleges. It is proved that mindfulness or metacognition separately has the predictive effect on self-leadership, but their structural relationships has not been revealed. The present study explored the interrelations between mindful agency, metacognitive ability, and self-leadership through the mediation analysis with structural (...) equation modeling, and bootstrapping was conducted to test the mediating effect. The sample comprised 1,244 private undergraduate sophomore, and they completed online questionnaires of mindful agency, metacognitive ability, and self-leadership. The results revealed that mindful agency of private undergraduate students not only directly and positively predicted self-leadership, but also indirectly and positively predicted self-leadership through the mediating effect of metacognitive ability. Metacognitive ability partially mediated the relationship between mindful agency and self-leadership. The direct effect of mindful agency and the mediating effect of metacognitive ability, respectively, account for 86.9% and 13.1% of the total effect. The results suggest that the more mindful private college undergraduates are, the more willing they are to practise their metacognitive skills in their learning, and the more progress in self-leadership they make. Educational implications for mindfulness training and metacognition practice to foster their self-leadership are discussed. (shrink)

There is little research on the effectiveness of self-leadership programs (SLPs) in graduate education based on the progress in emotional competences development (ECD), and only a few of the studies incorporate its relationship with personality traits (PTs). This article studies the differentiated impact of an optional SLP, which has eight workshops with a learner-centered and experiential approach, depending on PTs. With a quasi-experimentalex post factodesign, students' scores in EDC were analyzed according to their PT extremes:introversion, antagonism, lack of (...) direction, neuroticism, andclosed to experience. ANCOVA tests, with ECD pretest as a co-variable, were applied for each PT. The results indicated that the SLP presented a differentiated impact in ECD in four of the five PTs: neuroticism, introversion, antagonism, and lack of direction. These findings can be a key element for the participating students in SLPs because self-leadership requires self-knowledge. ECD can contribute to more integral learning in the graduate education experience, enhancing the preparation for the world of work. (shrink)

Given the growing number of remote and hybrid working arrangements, this research investigates the process and outcomes of proactivity during remote work. We approach proactivity during remote working as a resource-building process and integrate self-leadership and job crafting literature. We propose that employees’ self-leadership allows them to regulate their resources optimally, enabling resource availability that can be used to arrange remote working demands and resources proactively. We collected three-wave data from remote workers and tested our hypotheses (...) using multilevel analyses. Results differed by level of analysis. Specifically, at the between level, comparing behaviors between participants, social expansion mediated the relationship between self-goal setting and task significance. In contrast, at the within level, social expansion mediated the relationship between self-goal setting and work engagement. Overall, these findings suggest that self-leadership allows higher availability of resources enabling the proactive initiation of social interactions, which, at the within level enhance work engagement, and at the between level improve task significance during remote work. We discuss these findings considering the implications for interventions to foster more positive remote-work experiences. (shrink)

Recent scandals involving executive leadership have significantly contributed to the topic of corporate social responsibility (CSR) becoming one of the most important concerns of the management literature in the twenty-first century. The antithesis of CSR is embodied in executive corruption and malfeasance. Unfortunately such things are all too frequent. We view the degree of centrality of leadership, and the primary power motivation of leaders, as key factors that influence the engagement in corruptive leader behavior and consequent corporate social (...) ir-responsibility (CSIR) in organizations. Shared and self-leadership, on the other hand, we introduce as alternatives to traditional top-down centralized views of leadership that can establish needed checks and balances capable of reducing corruptive tendencies. We offer a conceptual model along with several propositions to help guide future research and practice. (shrink)

Leadership and the Unmasking of Authenticity presents a philosophic treatment of the core concept of authentic leadership theory, with a view toward illuminating how authors in the history of philosophy have understood authenticity as an ideal for humanity. Such an approach requires a broader view of the historical origins of authenticity and the examination of related ideas such as self-knowledge and deception. The chapters of this volume illuminate the conflict between the contemporary understanding of authenticity and traditional (...) philosophy by revisiting the ideas of thinkers who express self-knowledge as a cornerstone of their philosophy. Tracing the origins of our contemporary concern for authenticity to the writings of 18th century philosopher Jean-Jacques Rousseau, this book explores the key thinkers writing in the wake of Rousseau's emphasis on sincerity, namely Friedrich Nietzsche and Martin Heidegger, to show that their acceptance of authenticity as an ideal for humanity was ambiguous at best. This volume also covers representative authors in the earlier history of philosophy, such as Plato, Niccolò Machiavelli, Francis Bacon, and John Locke. The result is a keen, in-depth analysis of works of philosophy and political philosophy that broach questions of authenticity, self-knowledge, and deception. This critical contribution to authentic leadership theory and the theory of authenticity will be a key resource for both undergraduate and graduate students in the fields of leadership studies, political science and philosophy. Contributors include: J.C. Byham, B.E. Cusher, E.A. Dolgoy, J. Fortier, N.W. Harter, M.A. Menaldo, H. Pedersen, J.M. Warner. (shrink)

Self-serving leadership is a form of unethical leadership behavior that has destructive effect on its targets and the overall organization. Adopting a social cognition perspective, this study expands our knowledge of its adverse effect and the way to mitigate the effect. Integrating two sub-theories of social cognition, we propose a theoretical model wherein self-serving leadership hinders team creativity through psychological safety as well as knowledge hiding, with task interdependence acting as a contextual condition. Results from (...) a sample of 107 R&D teams revealed that self-serving leadership not only reduced team psychological safety, but also induced team knowledge hiding, both of which ultimately affected team creativity. The presence of high task interdependence buffered the destructive effect of self-serving leadership on team creativity via team psychological safety as well as the indirect effect via knowledge hiding. (shrink)

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 well as between ethical leadership and deviant behavior are weaker when followers' self-esteem is high than low. Implications of these findings for research and practice are discussed. (shrink)

Evidence from a growing number of studies suggests leader character as a means to advance leadership knowledge and practice. Based on this evidence, we propose a process model depicting how leader character manifests in ethical leadership that has positive psychological and performance outcomes for leaders, along with the moderating effect of leaders’ self-control on the character strength–ethical leadership–outcomes relationships. We tested this model using multisource data from 218 U.S. Air Force officers and their subordinates and superiors. (...) Findings provide initial support for leader character as a mechanism triggering positive outcomes such that only when officers reported a high level of self-control did their honesty/humility, empathy, and moral courage manifest in ethical leadership, associated with higher levels of psychological flourishing and in-role performance. We discuss the implications of these results for future theory development, research, and practice. (shrink)

This paper establishes that the contemporary figures of organizational leadership are at best excellent examples of 'dealership' characterized by high skills-competence and low values-commitment. The author points out that managerial and organizational psychology for leadership is yet to grapple with the most fundamental of all the themes: the complete model of man which places the spirit-core of SELF in the centre. The paper upholds the classical Indian concept of wisdom leadership and introduces the rajarshi model of (...) the leader as the very embodiment of satya and rita. The author then dwells on the nature of'rishi-consciousness' and elaborates on the 'rishi' process which leads to the unfoldment of unitive SELF-awareness or ekatmanubhuti. Speaking on behalf of one of the most enduring civilizations of the world, the author asserts that wisdom leadership comes from the ability to perceive the indivisible whole and this ability is not a function of the thinking, reasoning mind but of the intuitive, spiritual mind. (shrink)

With the increasing demand for ethical standards in the current business environment, ethical leadership has received particular attention. Drawing on self-verification theory and social exchange theory, this study investigated the effect of leaders’ core self-evaluation on the display of ethical leadership and the moderating role of employees’ exchange ideology in the relationship between ethical leadership and employees’ job performance. Consistent with the hypotheses, the results from a sample of 225 dyads of employees and their immediate (...) leaders showed a positive relationship between leaders’ core self-evaluation and ethical leadership. Moreover, the results showed that ethical leadership mediates the effects of leaders’ core self-evaluation on employees’ job performance. Furthermore, we found that employees’ exchange ideology moderates the relationship between ethical leadership and job performance. The theoretical and practical implications of these findings are discussed. (shrink)

Drawing on social exchange theory, this study examines a mechanism, namely organizational social capital, through which self-sacrificial leadership is related to two types of employee behaviours: organizational citizenship behaviours and counterproductive behaviours. The results of two different studies in Egypt showed that self-sacrificial leadership is positively related to OSC which, in turn, is positively related to OCBs and negatively related to CPBs. Overall, the findings suggest that self-sacrificial leaders are more likely to achieve desirable employee (...) behaviours through improving the quality of social relationships among employees. (shrink)

Although considerable attention has been paid to the application of leadership in virtual communities, the field of live streaming has not been involved. This exploratory study aimed to explore how different broadcaster leadership traits influence audiences’ loyalty. And audience self-construal was chosen as a key moderator. The top 15 broadcasters from the regional rankings were selected from each of the two popular live streaming platforms, Douyu and YouTube, for the study. And we used snowball sampling with a (...) link to an online questionnaire as a recruitment procedure. 310 audiences with live streaming experience from the Chinese Mainland and Taiwan participated. Hierarchical linear modeling was adopted for the analysis. This study found that broadcasters with servant and charismatic leadership traits positively affected cognitive loyalty. Broadcasters with servant leadership traits also had a positive effect on conative loyalty. Additionally, independent self-construal negatively moderated the relationship between servant leadership and cognitive loyalty. Independent self-construal positively moderated the relationship between authoritarian leadership and conative loyalty. Furthermore, interdependent self-construal negatively moderated the relationship between charismatic leadership and conative loyalty. Interdependent self-construal positively moderated the relationship between authoritarian leadership and conative loyalty. These conclusions extend the understanding of broadcasters’ traits and audiences’ psychology concerning the booming phenomenon of live streaming and can help platform managers motivate audiences’ loyalty on these platforms. (shrink)

Introduction. The paper contains political and psychological profiles of the local self-government deputies in the city of Chelyabinsk. The purpose of the study is to examine how municipal reform in 2014 influenced institutional opportunities for creating a new model of political leadership in terms of its effectiveness on political and psychological level. Methods. The author’s approach is based on the combination of political and psychological techniques, such as qualitative content analysis, psychobiography and in-depth interview (for assessing politicians’ images (...) in mass consciousness). Scientific novelty. The author presumes that political leadership is a complex phenomenon based on institutional and psychological factors. Its institutional framework for the purpose of the research is determined by the municipal reform. The deputies’ psychological profiles are viewed as individual patterns of political behavior shaped as a result of adopting individual psychological characteristics to the demands of political role presumed by the reform’s conceptual foundations. Results. The data contain evidence that political and psychological profiles of the deputies under analysis in general lack features which make it possible to uncover the institutional potential of the reform. A new model of political leadership presumed by the reform’s conception was supposed to possess such attributes as: 1) widening political representation; 2) enhancing effectiveness of communication between leaders and followers; 3) depoliticizing agenda. The analysis shows that deputies elected under reform on the “inner” level are rigid and reproduce inertial model of political behavior. On the “outer” level their perception is superficial and does not have explicit potential to improve due to revealed unconscious parameters. Conclusions. Two electoral cycles within the reform did not fully reveal the leadership potential of the deputies. Therefore, the perspectives of its prolongation are viewed by the author as highly problematic. (shrink)

We examine the association between benevolent leadership and team creative performance in scientific research teams. Moreover, the mediating effects of creative self-efficacy and the moderating effects of openness to experience on the relationship were also analyzed. The study sample comprised 251 postgraduates from 58 scientific research teams in Chinese universities. Results revealed that benevolent leadership was positively related to team creative performance, and creative self-efficacy partially mediated this positive relationship. When team personality composition had a high (...) average team level of or a low level of variance on openness to experience, the relationship between creative self-efficacy and team creative performance was stronger. The same situation also occurred as an indirect effect of benevolent leadership on team creative performance through creative self-efficacy. This study suggests that while people may pay focus on benevolent leadership and creative self-efficacy, team personality composition should also be considered in scientific research team practices. (shrink)

Ethical leadership has so far mainly been featured in the organizational behavior domain and, as such, treated as an intra-organizational phenomenon. The present study seeks to highlight the relevance of ethical leadership for extra-organizational phenomena by combining the organizational behavior perspective on ethical leadership with a classical marketing approach. In particular, we demonstrate that customers may use perceived ethical leadership cues as additional reference points when forming purchasing intentions. In two experimental studies, we find that ethical (...) leadership positively affects purchasing intentions because of customers’ concerns for moral self-congruence. We show this by means of both mediation and moderation analyses. Interestingly, the effect of perceived ethical leadership on purchasing intentions holds over and above the ethical advertising claims that are commonly used in marketing. We conclude by discussing the possible ramifications of ethical leadership beyond its effects on immediate employees. (shrink)

This paper argues that the self, as both the centre of our identity and the focus of our spiritual life, has not been given enough consideration with regard to the ethics of managers and leaders. Informed by models of self-realisation and the Jungian process of individuation, our discussion suggests that the way we perceive and interpret our self affects our moral behaviour. In particular, integrity of the self fully participates in enhancing servant leadership and consistent (...) ethical practice. We illustrate the argument with comments from various managers on the statement: ‘Being true to your self’. (shrink)

This paper argues that the self, as both the centre of our identity and the focus of our spiritual life, has not been given enough consideration with regard to the ethics of managers and leaders. Informed by models of self-realisation and the Jungian process of individuation, our discussion suggests that the way we perceive and interpret our self affects our moral behaviour. In particular, integrity of the self fully participates in enhancing servant leadership and consistent (...) ethical practice. We illustrate the argument with comments from various managers on the statement: ‘Being true to your self’. (shrink)

This research extends our understanding of ethical decision making on the part of leaders by merging social role and self-construal perspectives. Interdependent self-construal is generally seen as enhancing concern for justice and moral values. Across two studies, we tested the prediction that non-leading group members’ interdependent self-construal would be associated with lower levels of unethical decision making on behalf of their group but that, in contrast, this relationship would be weaker for leaders, given their social role. These (...) predictions were experimentally tested by assigning participants to the role of leader or non-leading group member, and assessing the association between their interdependent self-construal and their unethical decision making. Across both studies, interdependence predicted less unethical decision making on behalf of one’s group for non-leading group members. However, the leader role was shown to weaken, and even reverse, this relationship. This research demonstrates that self-construal influences group-based ethical decision making, but that the nature of this influence is moderated by social role. (shrink)

The present study investigated the crossover effects of employee perceptions of servant leadership and job social support on the family satisfaction and quality of family life experienced by the employees’ spouses. These effects were explored through a focus on the mediating role of employee organization-based self-esteem. Results from a three-wave field survey of 199 employee–spouse dyads in the People’s Republic of China support our hypotheses, indicating that OBSE fully mediates the positive effects of servant leadership and job (...) social support on family satisfaction and quality of family life. These findings provide new theoretical directions for work–family research. (shrink)

Based on the self-verification theory, this research proposed a multi-level model for exploring whether, how, and when differentiated leadership had curvilinear effects on relationship conflict within a team and further on team members’ counterproductive work behaviors toward individuals (CWBI). Drawing on a sample of 297 team members nested in 78 teams, we found that differentiated empowering leadership had no direct curvilinear effects on relationship conflict. However, the results showed that the team competence variance could moderate the curvilinear (...) relationship between differentiated empowering leadership and relationship conflict. Specifically, only in teams with high competence variance among members, differentiated empowering leadership had a U-shaped effect on relationship conflict. Moreover, differentiated empowering leadership interacted with team competence variance had a downstream effect on team members’ CWBI through relationship conflict. We ended up by discussing the theoretical and practical implications of these findings. (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)

Psychologists and moral philosophers have much to say about self-awareness and so it is no surprise that in leadership research self-awareness also has come to play an important role. For some time now, leadership research has been dominated by psychologists and we argue that their version of the self-awareness is very thin. It is empty of morality and therefore offers only a partial understanding of humanity. That make its conclusions for leadership ineffective and unethical. (...) Psychology-driven approaches to leadership stress effectiveness: leaders make followers work towards a given goal in an effective manner. Self-awareness, to them, is a thorough understanding of one’s strengths, weaknesses, values, how others see one, all with the goal of turning people into followers. Since ethics is excluded, this view of self-awareness lacks a foundational moral concept: respect/dignity and is closer to self-assessment. Building on Immanuel Kant and other German Idealists, Georg Friedrich Wilhelm Hegel proposed a theory of the development of self-awareness that is more holistic as it situates the individual in a social and moral context and thus transcends the purely functional view of the self-other relationship propagated in psychological approaches. We concretely argue that psychological approaches to leadership systematically drive managers into a catastrophic situation that Hegel describes in the Master-Slave Dialectic. Understanding Hegelian self-awareness prevents leaders becoming self-less masters. Truly self-aware leaders heed the warning of the Humanity Formulation of Kant’s Categorial Imperative, namely that they must always treat humanity, whether in their own person or in the person of any other, never merely as a means to an end, but always at the same time as an end. They understand their self, they understand its social and moral dimension, and they see their self-reflected in the other. (shrink)

This paper extends Being-centered and spiritual leadership theory using non-self from the Buddhist philosophy to further our understanding of how inner life functions as the source of spiritual leadership. While spiritual leadership theory has received widespread acceptance and considerable empirical support, its developmental process and potential for being used to pursue self-centered ends remain underdeveloped. Drawing on non-self from the Buddhist emptiness theory, we identify different egoistic forms of attachment at each level of being (...) that can lead to forms of suffering in spiritual leadership. Then we show how leaders operating at lower levels of being can fall into the trap of practicing a form of pseudo-spiritual leadership that is overly focused on self-centered or instrumental purposes and economic rationality. We then introduce mechanisms to move beyond pseudo-spiritual leadership practices and discuss implications for future theory, research, and practice. (shrink)

본 논문은 플라톤의『프로타고라스』편에 있는 탁월함(aretē)의 교육 가능성에 대한 논쟁의 구도에서 리더십 교육(지도자 양성 교육)이 이율배반과 같은 상황에 놓여 있음을 밝히고자 한다. 프로타고라스가 가르칠 수 있다고 말한 탁월함은 어떤 직종에서나 필요한 “장인의 기술(dēmiourgikē technē)”이 아니라 공동체 혹은 나라를 잘 운영할 수 있는 “시민적 훌륭함(politikē aretē)” 또는 “정치적 기술(politikē technē)”을 의미한다. 그런데 소크라테스는 이러한 탁월함이 교육될 수 없다고 주장하면서 프로타고라스와 논쟁을 벌인다. 이 논쟁은 사실 결론을 내리지 못한 채로 마치게 된다. 그런데 오늘날 지도자를 교육으로 양성할 수 있다는 생각이 거의 일반화되어 있다. 따라서 (...) 다양한 종류의 지도자 양성 교육프로그램이 진행되고 있다. 그러나 지도자양성 교육은 프로타고라스와 소크라테스가 “시민적 훌륭함”을 교육할 수 있는지를 두고 논쟁한 것과 같은 문제에 빠질 수 있다. 그리고 본 필자는 이 문제가 마치 이율배반의 문제와 같다고 생각한다. 왜냐하면 “지도자를 교육으로 양성할 수 있다.”라는 주장도 가능하지만, 동시에 “지도자를 교육으로 양성할 수 없다.”라는 주장도 가능할 수 있기 때문이다. 이러한 이율배반의 문제를 해소하거나 제대로 성찰하지 않은 상태에서 지도자 양성교육을 수행하는 것은 일종의 독단이 될 수 있을 것이다. 이 글에서는 지도자 양성 교육의 이율배반 문제의 해소방안으로 지도자 양성 교육이 가능하다는 입장과 불가능하다는 입장의 부정적 자기 관계성을 제시한다. (shrink)

In an increasingly competitive and performance-oriented society, workaholic leadership is becoming increasingly common and is even embraced and supported by many organizations. However, previous studies have not paid sufficient attention to the impact of workaholic leadership on employee psychology and behavior. This study, based on the conservation of resources theory, explores the effect of workaholic leadership on employee self-presentation. Through an empirical analysis of 256 employees’ questionnaires, we found a significant positive impact between workaholic leaders and (...) employee self-presentation. This process was achieved through the partly mediating mechanisms of employee workplace anxiety. Concurrently, segmentation supplies negatively moderated the relationship between workplace anxiety and self-presentation and the overall mediating mechanism. These findings provide important insights into the underlying mechanisms of workaholic leadership and employee behavior, which can be utilized to improve employee wellbeing and provide positive organizational outcomes. (shrink)

Much has been written about the self, yet its evolution and functioning are matters of controversy in evolutionary psychology. The article argues that it is an evolved capacity, essential for co-evolutionary processes, including cultural development, to occur. A model of self-regulation is offered to explain its adaptive functioning, elaborating William James’ I-me distinction, and drawing upon contemporary analyses in social psychology and neuroscience. The model is used to illustrate how adaptive behavior is facilitated by the exercise of (...) class='Hi'>self-control, to defer and re-order goals, revise perceptions of the world, modify conceptions of the self, and alter repertoires of learned action sequences, heuristics, and habits. It also identifies potential areas of dysfunction, mediated by self-deception and misperception. Through this lens one can see how leadership is a historically co-evolving function of social systems, changing to meet altered circumstances. The recursive relationship involves interaction between changing leader–follower relationships, within which leaders’ self-regulation is a central process. Individual differences in leaders as agents are thus also critical. The article concludes by considering the need for insight in order to steer these co-evolving functions in directions that help us as a species to master the global challenges and threats we face in our times. (shrink)

In the present article, we argue that the constant pressure that leaders face may limit the willpower required to behave according to ethical norms and standards and may therefore lead to unethical behavior. Drawing upon the ego depletion and moral self-regulation literatures, we examined whether self-regulatory depletion that is contingent upon the moral identity of leaders may promote unethical leadership behavior. A laboratory experiment and a multisource field study revealed that regulatory resource depletion promotes unethical leader behaviors (...) among leaders who are low in moral identity. No such effect was found among leaders with a high moral identity. This study extends our knowledge on why organizational leaders do not always conform to organizational goals. Specifically, we argue that the hectic and fragmented workdays of leaders may increase the likelihood that they violate ethical norms. This highlights the necessity to carefully schedule tasks that may have ethical implications. Similarly, organizations should be aware that overloading their managers with work may increase the likelihood of their leaders transgressing ethical norms. (shrink)

Despite urgent calls for more research on the integration of business ethics and the meaning of work, to date, there have been few corresponding efforts, and we know surprisingly little about this relationship. In this study, we address this issue by examining when and for whom ethical leadership is more effective in promoting a sense of work meaningfulness among employees, and their subsequent work attitudes. Drawing on the contingency theories of leadership and work meaningfulness literature, we speculate that (...) both employees’ core self-evaluation and perceived organizational support moderate the relationship, but in different ways, and these associations carry over to employees’ subsequent work attitudes in terms of job satisfaction, organizational commitment and turnover intention. We test our hypotheses with two-wave survey data collected from 377 employees. Results indicate that ethical leadership is effective in eliciting work meaningfulness and attitudes for employees higher in CSE or when POS is lower, and ineffective for those lower in CSE or when POS is higher. A supplementary analysis reveals a three-way interaction between ethical leadership, CSE and POS in predicting a sense of work meaningfulness and subsequent work attitudes. Our research cautions that ethical leadership is not a universally positive practice; it can be ineffective or even have a negative impact under some circumstances. (shrink)

This article examines the explicit and implicit corporate social responsibility (CSR) framework and its implications for leadership style, in a major banking institution. Evidence for existence of the framework's key concepts in relation to leadership styles was explored through the self-reported sensemaking of leaders charged with CSR programme introduction. Qualitative data analysis indicated that explicit CSR is linked to an autocratic leadership style, whereas implicit CSR is more closely aligned with emergent and authentic styles. Although our (...) results reinforced key aspects of the explicit and implicit CSR framework, they demonstrated conflicting systems of both CSR and leadership within our case organisation and highlighted the difficulty in categorising such a complex concept as CSR according to specific frameworks. Overall, our data suggest that the leadership styles, needed to successfully implement explicit and implicit CSR programmes, are in conflict. Given our finding that these CSR systems can coincide within one organisation, we suggest that the debating style of transformational leadership may be the required linchpin. (shrink)

Various explanations are offered to explain why employees increasingly work longer hours: the combined effects of technology and globalization; people are caught up in consumerism; and the "ideal worker norm," when professionals expect themselves and others to work longer hours. In this article, we propose that the processes of employer recruitment and selection, employee self-selection, cultural socialization, and reward systems help create extended work hours cultures (EWHC) that reinforce these trends. Moreover, we argue that EWHC organizations are becoming more (...) prevalent and that organizations in which long hours have become the norm may recruit for and reinforce workaholic tendencies. Next, we offer spiritual leadership as a paradigm for organizational transformation and recovery from the negative aspects of EWHC to enhance employee wellbeing and corporate social responsibility without sacrificing profitability, revenue growth, and other indicators of financial performance. Finally, we will offer suggestions for future theory, research, and practice. (shrink)

This article focuses on exerting influence in leadership, namely manipulation in storytelling. Manipulation is usually considered an unethical approach to leadership. We will argue that manipulation is a more complex phenomenon than just an unethical way of acting in leadership. We will demonstrate through an empirical qualitative study that there are various types of manipulation through storytelling. This article makes a contribution to the literature on manipulation through leadership storytelling, offering a more systematic empirical analysis and (...) a more nuanced view of the topic than previously existed by outlining how managers engage in manipulative storytelling and what kind of ethics they link to their manipulation in leadership. Four types of manipulation in storytelling are identified in the study: humorous, pseudo-participative, seductive and pseudo-empathetic. From an ethical perspective, we will show that manipulation is not always self-evidently reprehensible. We will conclude that the dominant ethical justification for manipulation stems from its consequences. (shrink)

At present, scholars have mainly focused on the individual-level influencing factors of constructive deviance, and few studies have concerned the motivating mechanism of empowering leadership on constructive deviance. Based on the conservation of resources theory, this study explored the cross-level influence of empowering leadership on constructive deviance in the Chinese cultural context. With the data of 85 leaders and 383 paired employees which were collected in two waves with one-month time lag, the results demonstrated that empowering leadership (...) motivated employees to actively implement constructive deviance, and that organization-based self-esteem played a mediating role in the relationship. The high traditionality of employees weakened not only the positive effect of organization-based self-esteem on constructive deviance, but also the mediating role of organization-based self-esteem. This study lays a theoretical basis and provides some practical guidance for leaders to take effective empowerment strategies to motivate employees to engage in constructive deviance. (shrink)

While studies have investigated the moral issue associated with downsizing, little research attention has been directed to leaders’ behaviors that result in organizational decline and eventually lead them to make a downsizing decision. This study tests a sequence-based model to assess (1) the impact of leaders’ risk-aversion and self-centeredness on organizational decline and downsizing and (2) the impact of organizational and industry decline on organizational downsizing. We address a gap in the decline literature that has only implicitly alluded to (...) leadership characteristics as forerunners of decline. Data collected from 85 firms indicate that both leadership risk-aversion and self-centeredness are significantly related to organizational decline. This results in intensified organizational downsizing. However, industry decline affects downsizing more significantly. (shrink)

Drawing on social cognitive theory, this study extends our understanding of the relationship between ethical leadership and employee work engagement, by exploring self-efficacy as an important mediating variable. In addition, we propose that the quality of LMX moderates the relationships such that the direct and indirect relationships between ethical leadership, self-efficacy, and work engagement are stronger when the quality of LMX is high. Data collected in two-waves from 373 respondents working in different manufacturing organizations of Pakistan (...) supported our hypothesized theoretical model. Theoretical and practical implications are discussed. (shrink)

Changing paradigms about moving forward -- The notion of progress in the past -- The notion of progress today -- Self-leadership and progress -- Toward a moral compass -- The right thing in pre-millennial context -- The right thing in current context -- Defining and polishing our moral compass -- Moving forward while doing the right thing -- About choice and reality -- Five moral pitfalls to avoid -- Moral theories : some pros and cons -- Five moral (...) handles for every type of decision-making. (shrink)

Teacher self-efficacy is one of the most critical factors influencing Students’ learning outcomes. Studies have shown that teacher-perceived principal leadership, teacher collaboration, and teaching experience are the critical factor that affects teacher self-efficacy. However, little is known about the mechanisms behind this relationship. This study examined whether teacher collaboration would mediate the relationship between teacher-perceived principal leadership and teacher self-efficacy, and the moderating role of teaching experience in the mediating process. With an analysis of a (...) dataset from 14,121 middle school teachers in China, this study first testified to the positive role that teacher-perceived principal leadership played in teacher self-efficacy. Furthermore, it revealed that teacher collaboration mediates this relationship and the mediated path was moderated by teaching experience. Finally, it also indicated that the threshold of teaching experience linking the teacher-perceived leadership with teacher self-efficacy was approximately in the third year, and their relationship was stronger when teaching experience was below the threshold. This study highlighted the mediating and moderating mechanisms linking the teacher-perceived principal leadership and teacher self-efficacy, which has important theoretical and practical implications for intervention and enhancement of teacher self-efficacy. (shrink)

Business Ethics, the Environment & Responsibility, EarlyView.

Leadership takes a central role in the public affairs agenda. This article is a review of published works on leadership focusing on the concept of grace. It discusses the role of compassion and kindness in current leadership theory and practice and whether these attributes have value in sustainable models. Findings indicate that there is conceptual confusion regarding the definition of compassion and its application in leadership practices. Kindness is not discussed within the concept of compassion and (...) kindness itself may be viewed as a weakness in contemporary self-selected leadership characteristics. The conclusions suggest there is disconnect between contemporary models of leadership and calls for sustainable ethical leadership in the spheres of public and business environments. Compassion and kindness remain in the side-lines yet the implications for future trust and commitment are neglected in times where discretionary effort of workers and volunteers is crucial to goal achievement. (shrink)

Health science students frequently experience ethical dilemmas on clinical placements, yet ethics education rarely prepares students with the ethical leadership skills required. The Leadership in Ethical Practice (LEP) program is an ethics education resource designed to enhance health science students’ knowledge and skills in ethical leadership to prepare them for clinical placements and future professional practice. This qualitative study aimed: to explore the nature of students’ ethical leadership goals; determine whether a specific, measurable, achievable, relevant, and (...) time-bound (SMART) format was an effective tool for students to create ethical leadership goals; and identify any changes in students’ pre- and post-self-ratings of ethical leadership knowledge following the LEP program. Eighty-two diagnostic radiography students from the University of Sydney participated in the study. Inductive and deductive qualitative content analysis (Elo & Kyngas, 2008) were used to explore students’ goals. Descriptive statistics were used to investigate students’ pre- and post-self-ratings. Four themes emerged from students’ goals: initiative, competence, and courage in ethical reasoning; communicating ethical stories through listening, questioning, and connecting; reflecting and growing as an ethical leader; and safe practice and person-centred outcomes. SMART goal format elements were evident in 61% of students’ goals. Students' ethical leadership self-ratings showed positive changes after participating in the LEP program. Findings indicated students planned to further develop ethical leadership skills during clinical placements and future professional practice. This study demonstrated the ethics education approaches used within the LEP could assist health science students to apply ethical leadership in future clinical practice. (shrink)

So far little are the studies that have focussed on exploring school principals’ self-conception of their distributed leadership competencies in relation to their managerial and teaching experience. To do so, an exploratory research was carried out with a sample of 163 pre-service and in-service school principals studying a Master’s programme in School Management, Innovation and Leadership at a Spanish University. Data were obtained by using an Ad hoc questionnaire of 7 units of competence and 5 proficiency levels (...) for each unit, based on an existing rubric to analyse students’ self-conception of their development of leadership competencies. The findings of this preliminary study show statistically significant differences in the self-perception in all dimensions associated to Managerial Experience and Teaching Experience in schools. Study participants with ME showed statistically higher levels than those who had non-ME in four of seven dimensions: lead the school organisation, address the needs of the students, manage the organisation of the school organisation, and manage administrative work. Similar results were obtained in relation to TE versus non-TE were statistically significant differences are found in six dimensions: manage pedagogical and didactic resources, attend to the needs of students, manage didactic strategies, manage the organisation of the school organisation, manage the link between the school organisation and the community, and lead the school organisation. This study shows the importance of teaching and professional experience to acquire leadership competencies in education, therefore the school principal should also be a teacher. This preliminary study provides insights into the relevance of providing pre-service or in-service school principals with training and professional development programmes on sustainability distributed leadership that enable them to genuinely engage the school community, develop innovative pedagogies and lead the process of change toward building more sustainable schools. (shrink)

Constructive deviance describes acts that benefit the organization by deviating from outdated organizational norms. Despite emerging interest in this behavior, questions remain about why and how constructive deviance occurs. This paper integrates social learning and uncertainty reduction theories, and develops a multilevel model linking team-level ethical leadership to employee constructive deviance. Surveying 313 subordinates and 52 supervisors from 15 different companies in eastern China, we find that team-level ethical leadership has a positive impact on employee constructive deviance, and (...) that both psychological safety climate and employee moral self-efficacy partially mediate this relationship. In addition, we find a positive cross-level moderating effect of psychological safety climate. These findings contribute to understanding employees’ constructive deviance in the workplace, and provide valuable implications for managerial practices. (shrink)

Career sustainability is a well-researched issue in academics and other sectors. Technology advancements and COVID-19 have jeopardized career sustainability. Numerous studies have explored the influence of individual characteristics on career sustainability, but few have focused on leadership. In addition, cultural factors must be considered because leadership is rooted in culture. In particular, inclusive leadership reflects traditional Chinese culture. Therefore, based on self-determination social exchange theories, we analyzed the effects of inclusive leadership on career sustainability as (...) well as the roles of thriving at work and supervisor developmental feedback in career sustainability. In total, 363 samples were collected from China. The results revealed that inclusive leadership improves career sustainability through SDF and thriving at work. Theoretically, our study fills the research gap and establishes a mechanism and theoretical framework for inclusive leadership and career sustainability. Practically, we offer guidance for enterprises to cultivate inclusive leadership and improve career sustainability. (shrink)