This study examines some antecedents and consequences of ethical leadership. Using a dataset from the King James Version of the Bible, I argue for and propose that maternal influence will lead to leaders being ethical while paternal influence appears to have no impact on leaders being ethical. I also argue and propose that ethical leaders are more likely to achieve longer tenures and to lead their organizations to better performance. I develop propositions based on the findings from the analysis of (...) my qualitative and quantitative data. (shrink)

The South African mining industry is challenged by the need to address a number of legacy issues that promote a “rear view mirror view” of the industry and fan discontent leading to potential policy change. This article considers how this industry can engage more constructively and proactively with its past by outlining the choices for an overarching remedial theory and forms of engagement. After considering how the South African mining industry fared before the country’s Truth and Reconciliation Commission, the article (...) examines recent conflicts in which the legacies of migrant labour and silicosis have been implicated. The article concludes that the past is unlikely to be addressed through a uniform process, and that the industry would do better to be more attentive to the remedial theories and limitations and opportunities inherent in multiple forms of engagement, as these manifest in flashpoints of conflict that invoke legacy issues. (shrink)

Individuals who demonstrate organizational citizenship behavior (OCB) contribute to their organization’s ability to create wealth, but they also owe their organizations a complex set of ethical duties. Although, the academic literature has begun to address the ethical duties owed by organizational leaders to organizational citizens, very little has been written about the duties owed by those who practice OCB to their organizations. In this article, we identify an array of ethical duties owed by those who engage in extra-role behavior and (...) describe those duties in context with personality theory. We suggest that employees who understand the complex nature of OCB and the associated duties they owe to others are more likely to reach their potential and make greater contributions within their organizations. (shrink)