This article contributes to conversations about the “Hitler problem” in leadership ethics and the use of literary narratives in leadership studies by proposing Tolkien’s fiction as a model of leadership. Resonating with Aristotelian and Thomistic themes, these narratives present leadership as more a matter of practical wisdom than of morally neutral craft, or, more precisely, they model leadership as a matter of using craft for the sake of wisdom’s ends. Those ends become intelligible in terms of a triadic account of (...) human action that depicts it as a response to a gift or call. I argue that this model of leadership suggests that Hitler-type leaders are corrupted leaders, rather than partially excellent leaders or no leaders at all. I also maintain that these insights demonstrate the fruitfulness for leadership studies of approaching literary narratives in something like the way scientists treat their models. (shrink)

As we transition to the 21st century, it is useful to think about some of the most important challenges business and other organizations will face as the new millennium begins. What will constitute “business as usual” in the business ethics arena as we start and move into the new century? My overall thought is that we will pulsate into the future on our current trajectory and that the new century will not cause cataclysmic changes, at least not immediately. Rather, the (...) problems and challenges we face now we will face then. Undoubtedly, new issues will arise but they will more likely be extensions of the present than discontinuities with the past. (shrink)

This perspectives article seeks to comment and reflect on my 1999 BAS article titled “Corporate Social Responsibility: Evolution of a Definitional Construct,” and subsequent writings addressing these same topics. First, perspectives on the 1950-1999 period are offered. Second, reflections on the 2000-2020 period are presented. Finally, thoughts about the future and the new normal for CSR are set forth. Hopefully, the observations presented will stimulate further thinking on this important concept. And, it will be interesting to all of us to (...) see where the dust settles when the pandemic ends and organizations have had a chance to re-imagine or reset their missions, goals, and processes with respect to CSR. (shrink)

The ongoing cynicism about leaders and organizations calls for a new standard of ethical leadership that we have labeled “transformative leadership.” This new leadership model integrates ethically-based features of six other well-regarded leadership perspectives and combines key normative and instrumental elements of each of those six perspectives. Transformative leadership honors the governance obligations of leaders by demonstrating a commitment to the welfare of all stakeholders and by seeking to optimize long-term wealth creation. Citing the scholarly literature about leadership theory, we (...) identify key elements of the six leadership perspectives that make up transformative leadership, suggest leaders who exemplify each perspective, describe the ethical foundations and message of each perspective, and offer ten propositions that scholars and practitioners can use to test the dimensions of this new transformative leadership model. (shrink)

Business activity can be analyzed through a ‘risk awareness’ perspective and a ‘responsibility awareness’ perspective. However, risk and responsibility are actually interdependent. Risk-taking triggers responsibility issues and taking responsibility means risking being asked critical questions. This article suggests some first steps for combining these two perspectives conceptually. After several introductory illustrations showing how risk and responsibility issues are intertwined, the article looks separately each at risk and at responsibility. Then the argument that such perspectives could be usefully combined is elaborated (...) further from a theoretical angle and from a practical angle, by looking at various ethical issues and by presenting paradigmatic examples of balancing or sharing risk and responsibility related to leadership, to ERM and to insurance. (shrink)

The twenty-first century has seen its share of ethical failures, which brings into question what the role of ethics is. Past experience demonstrates ethics functioning as a reactive measure to a permanent consequence, the equivalent of pointing at an accident and commenting, “The driver should not have been going so fast.” While such an observation may be accurate, it does little to correct the situation or prevent further ones from occurring. Ethics must function as more than a guide; they must (...) be preventative in nature and determine a correct course of action for individuals and organizations. They must teach and serve as a qualitative standard. (shrink)

Leadership research has grown into two opposing approaches, the scientific approach and the critical approach. The first is focused on leadership, the second on the leaders. For reasons of practicality, they will be described as the leadership-centric and the leader-centric approach, respectively. Each of the two approaches is characterised by two different perspectives: leadership-centric research highlights science and process; leader-centric research deals with the leader using cognitive faculties and drawing on cultural practices. This opposition has created an unproductive gap in (...) leadership scholarship. The present article focuses on how to reduce that gap by bridging some of the differences that currently undermine scholarship. The concept of habits is used to support an argument in favour of leadership as a social phenomenon. The main idea is that a social phenomenon involves both social interactions happening in everyday shared knowledge and intentionality that influences agents’ experiences. By borrowing from the pragmatist John Dewey, leadership is conceptualised as habits embedded in social life. Habits comprise the social sharing of experience and knowledge in a meaningful world. But it seems difficult, it is further argued, to elaborate on people’s intentionality through habits. To overcome this difficulty, Edmund Husserl’s notion of doxic-theoretical experience is used. Habits, it is concluded, help make leadership-centric research less anonymous, and doxic agency the leader’s intentionality more transparent. (shrink)

A growing body of research suggests that follower perceptions of ethical leadership are associated with beneficial follower outcomes. However, some empirical researchers have found contradictory results. In this study, we use social learning and social exchange theories to test the relationship between ethical leadership and follower work outcomes. Our results suggest that ethical leadership is related positively to numerous follower outcomes such as perceptions of leader interactional fairness and follower ethical behavior. Furthermore, we explore how ethical leadership relates to and (...) is different from other leadership styles such as transformational and transactional leadership. Results suggest that ethical leadership is positively associated with transformational leadership and the contingent reward dimension of transactional leadership. With respect to the moderators, our results show mixed evidence for publication bias. Finally, geographical locations of study samples moderated some of the relationships between ethical leadership and follower outcomes, and employee samples from public sector organizations showed stronger mean corrected correlations for ethical leadership–follower outcome relationships. (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)

The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. In a study with 845 working adults across multiple organizations, the relationships between ethical leadership with positive employee outcomes were examined. Results suggest that ethical leadership is related to both psychological well-being and job satisfaction in employees, but the processes are different. Employee voice mediated the relationship between ethical leadership and psychological well-being. Feelings of psychological ownership mediated the relationship between ethical (...) leadership and job satisfaction. A discussion of theoretical and practical implications concludes the article. (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)

Leadership studies on corporate ethical behavior and practices have grown considerably, contributing significant knowledge on ethical leadership challenges that are organizational and industry focused. However, complex socio-ecological systems are placing pressure on organizational culture and old patterns of leadership behavior that play a role in organizational justice. In this study, we argue that scholars of business ethics must consider the role of organizational justice and use person-organization fit (P–O fit). To address this, our study investigates the mediating effect of organizational (...) justice on the relationship between ethical leadership and employees’ ethical behavior. We also examine the moderating role of P–O fit on the relationship between organizational justice and employee’s ethical behavior. The study survey focused on 295 employees belonging to organizations in Iraq. We show that ethical leadership positively influences employees’ ethical behavior, and this relationship is shaped by organizational justice. The findings reflect the positive impact of organizational justice on ethical behavior, and this relationship is more pronounced in employees with high rather than low P–O fit. This study clarifies the importance of employee’s P–O fit and its impact on organizational processes for creating a positive impact on ethical behavior in the workplace. We also share practical implications of the study and recommend systemic research that explores this area. (shrink)

Drawing on the cognitive evaluation theory, we proposed a homologous multilevel model to explore how ethical leadership influenced employees’ innovative work behavior through the mediation of intrinsic motivation at both group and individual level. With questionnaires rated by 302 employees from 34 work units of two companies in the mainland of China, we conducted multilevel analysis to examine our hypotheses. The results showed that individual innovative work behavior was positively related to both individual perception of ethical leadership and group ethical (...) leadership, while individual intrinsic motivation mediated the two relationships. Moreover, group intrinsic motivation mediated the relationship between group ethical leadership and innovative work behavior. The theoretical and practical implications were further discussed. (shrink)

The concept of responsible leadership has garnered increased attention in recent years. Indeed, irresponsibility on the part of organizational leaders appears to represent an area of growing concern to the greater public. Accordingly, it is appropriate that increased scholarly attention be devoted to an understanding of this concept. But with that said, the purpose of this article is to identify three caveats about which researchers and practitioners should be concerned as work in this area proceeds. These caveats pertain to: (1) (...) definitional issues, (2) the importance of theory and research that is not ideologically driven or biased, and (3) the positioning of responsible leadership within the greater body of leadership theory and research. Additional concerns are considered including the measurement of responsible leadership and research strategies. (shrink)

The article advances an understanding of responsible leadership in global business and offers an agenda for future research in this field. Our conceptualization of responsible leadership draws on deliberative practices and discursive conflict resolution, combining the macro-view of the business firm as a political actor with the micro-view of leadership. We discuss the concept in relation to existing research in leadership. Further, we propose a new model of responsible leadership that shows how such an understanding of leadership can address the (...) challenges of globalization. We thereby propose positive outcomes of responsible leadership across levels of analysis. The model offers research opportunities for responsible leadership in global business. (shrink)

This article develops theory on responsible leadership based on a model involving three leadership roles: an expert who displays organizational expertise, a facilitator who cares for and motivates employees and a citizen who considers the consequences of her or his decisions for society. It draws on previous responsible leadership research, stakeholder theory and theories of behavioral complexity to conceptualize the roles model of responsible leadership. Responsible leadership is positioned as a concept that requires leaders to show behavioral complexity in addressing (...) all three roles. In three studies, we provide a first empirical test of antecedents and outcomes of the roles model of responsible leadership. The results of the studies indicate that responsible leadership is positively related to the leader’s perceived effectiveness, favorable stakeholder evaluations and employee engagement with the organization and society. Responsible leadership behavior, in turn, seems to be facilitated by leader empathy, positive affect and universal value orientation. (shrink)

Over the last 20 years, organizations have attempted numerous innovations to create more openness and to increase ethical practice. However, adult students in business classes report that managers are generally bureaucratically oriented and averse to constructive criticism or principled dissent. When organizations oppose dissent, they suffer the consequences of mistakes that could be prevented and they create an unethical and toxic environment for individual employees. By distinguishing principled dissent from other forms of criticism and opposition, managers and leaders can perceive (...) the dissenter as an important organizational voice and a valued employee. The dissenter, like the whistleblower, is often highly ethically motivated and desires to contribute to the organization’s wellbeing. Recognizing and protecting principled dissent provides the means of transforming organizations. By restoring dignity to the individual, organizations gain more productive and loyal employees, and they create an environment that promotes critical thinking, learning, and a commitment to ethics. (shrink)

This paper begins by looking at the complex and dynamic nature of responsibility. Based in the interconnected concepts of imputability, accountability and liability it argues that, whilst some elements of responsibility can be determined through role and contract, the broader sense of liability involves a sense of shared responsibility that is ultimately based in the concept of universal responsibility. Such responsibility requires core virtues, not least awareness and integrity, a continued means of negotiating responsibility and ongoing dialogue between the different (...) responsibilities connected to role. The paper argues that the nature of such dialogue is itself grounded in the development of personal and shared responsibility. It concludes that the professions have a moral leadership role in articulating and modelling that responsibility. (shrink)

This study participates in the discussion of the ethical culture of organizations by deepening the knowledge and understanding of the meaning of organizational ethical virtues in organizational innovativeness. The aim in this study was to explore how an organization’s ethical culture and, more specifically, organization’s ethical virtues support organizational innovativeness. The ethical culture of an organization is defined as the virtuousness of an organization. Organizational innovativeness is conceptualized as an organization’s behavioral propensity to produce innovative products and services. The empirical (...) data consisted of a total of 39 interviews from specialist organizations. Qualitative content analysis was used to analyze the data. The findings indicate that the organizational ethical virtues of feasibility, discussability, supportability, and congruency of management are those that support organizational innovativeness. The findings also show which specific elements of these virtues and related organizational practices are important to innovativeness. In addition, this study showed that the features of organizational innovativeness are not necessarily dichotomous but rather follow the ideas of virtues and are versatile in nature. (shrink)

This paper problematises the ways women’s leadership has been understood in relation to male leadership rather than on its own terms. Focusing specifically on ethical leadership, we challenge and politicise the symbolic status of women in leadership by considering the practice of New Zealand Prime Minister Jacinda Ardern. In so doing, we demonstrate how leadership ethics based on feminised ideals such as care and empathy are problematic in their typecasting of women as being simply the other to men. We apply (...) different strategies of mimesis for developing feminist leadership ethics that does not derive from the masculine. This offers a radical vision for leadership that liberates the feminine and women’s subjectivities from the masculine order. It also offers a practical project for changing women’s working lives through relationality, intercorporeality, collective agency and ethical openness with the desire for fundamental political transformation in the ways in which women can lead. (shrink)

This article contributes to the emerging discussion on responsible leadership by providing an analysis of the inner theatre of a responsible leader. I use a narrative approach for analyzing the biography of Anita Roddick as a widely acknowledged prototype of a responsible leader. With clinical and normative lenses I explore the relationship between responsible leadership behavior and the underlying motivational systems. I begin the article with an introduction outlining the current state of responsible leadership research and explaining the kind of (...) magnifying glasses used to examine the case. I continue with a brief summary of Anita Roddick’s development from childhood to adulthood, which provides the biographical background for exploring her motivational systems as a leader. Against this backdrop, I analyze the relationship between motivational drivers and a responsible leadership identity as revealed by Roddick in different behavioral leadership roles. I conclude the article by providing a number of lessons learned for responsible leadership and the development of future global leaders. (shrink)

In light of grand societal challenges, most recently the global Covid-19 pandemic, there is a call for research on responsible leadership. While significant advances have been made in recent years towards a better understanding of the concept, a gap exists in the understanding of responsible leadership in emerging countries, specifically how leaders resolve prevalent moral dilemmas. Following Werhane, we use moral imagination as an analytical approach to analyze a dilemmatic stakeholder conflict through the lense of different responsible leadership mindsets and (...) in light of different ethical principles and moral background theories. Based on this analysis, we arrive at a tentative moral judgement, concluding that the instrumental approach is morally inferior and recommending the integrative approach as the morally superior choice. In the subsequent discussion—focussed on what “could” be done, we apply the integrative script and use moral imagination as a pathway for generating morally justifiable solutions. Through this analysis, we provide novel insights on how to apply an integrative responsible leadership approach to a stakeholder conflict situation, using the single case study to expand the responsible leadership discussion to emerging markets. (shrink)

Virtue words, such as justice, fairness, care, and integrity, frequently feature in organizational codes of conduct and theories of ethical leadership. And yet our modern organizations remain blemished by examples lacking virtue. The philosophy of virtue ethics and numerous extant theories of leadership cite virtues as essential to good leadership. But we seem to lack understanding of how to develop or embed these virtues and notions of good leadership in practice. In 2012, virtue ethicist Julia Annas pointed to a training (...) program which she touted as a practical application of virtue ethics. The program Annas identified is called The Virtues Project, and while promising, she warned that in its current state, it lacked theorizing. We address this by aligning its practical strategies to extant theory and evidence to understand what virtues it might develop and how it might facilitate good leadership. Doing so makes two key contributions. First, it lends credence to The Virtues Project’s potential as a leadership development program. Second, it provides a means of applying theories of good leadership in practice. Our overarching objective is to advance The Virtues Project as a means of incorporating virtues into workplace dynamics and embedding virtues in the practice of organizational leadership. (shrink)

Based on social exchange and customer relationship marketing theory, this study examines how ethical leadership contributes to inter-organizational conflict management (task conflict (TC) and relationship conflict), and the moderating role of task interdependence in these relationships. Data was collected from 81 suppliers and 45 corresponding managers of a large group company in China. Results show that ethical leadership is negatively associated with the levels of inter-organizational conflict, whether task or relationship. Task interdependence significantly moderates the relationship between ethical leadership and (...) TC. Managerial implication in terms of creating sound buyer–supplier relationship through an ethical perspective is discussed. (shrink)

My research identified the correlation between 'empathy with action' with other known leadership dimensions that have been previously identified in leadership research. This article discusses these correlations with the aim of identifying and understanding more of the spectrum of behaviours that enable transformation to be an aspect of the relationship between the leader and others. It is hoped that the reader who is interested in the transformational process for oneself and for one's organization will be able to understand the process (...) more completely in order to utilize for oneself the behaviours being discussed. (shrink)

This paper is a contribution to the discussion of how religious perspectives can improve business ethics. Two such perspectives are in natural law of antiquity and recent Catholic social doctrine and teaching. This paper develops a conceptual framework from natural law and CSD/T that business leaders can adopt to build an ethos of humanistic management. This “Human Dignity-Centered” framework fills the gap between time-tested Christian norms and contemporary firm-leaders’ concrete needs. “Human dignity” is used as a rhetorical device to convey (...) the idea that firms are composed of dynamic social networks, with an ultimate purpose of serving human needs. Ultimately, the principles and virtues the framework employs have a logic that should inspire excellence, as ethical practices and concern for human welfare lay a foundation for long-term business prosperity. In a one-frame visual representation, this paper portrays: firm leadership challenges; a transforming ethical prism of principles and virtues; and results and feedback mechanisms. The accompanying narrative describes each element and how each affects humanistic management. Finally, illustrative company examples and questions are provided to illustrate how the framework can be used to benefit human flourishing. The framework provides an adjunct to current formulations of improving managerial excellence. (shrink)

Creativity in science and engineering has moral significance and deserves attention within professional ethics, in at least three areas. First, much scientific and technological creativity constitutes moral creativity because it generates moral benefits, is motivated by moral concern, and manifests virtues such as beneficence, courage, and perseverance. Second, creativity contributes to the meaning that scientists and engineers derive from their work, thereby connecting with virtues such as authenticity and also faults arising from Faustian trade-offs. Third, morally creative leadership is important (...) at all levels of science and engineering. (shrink)

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)

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)

As the world is getting increasingly connected and interdependent it becomes clear that the world’s most pressing public problems such as poverty or global warming call for cross-sector solutions. The paper discusses the idea of business leaders acting as agents of world benefit, taking an active co-responsibility in generating solutions to problems. It argues that we need responsible global leaders who are aware of the pressing problems in the world, care for the needs of others, aspire to make this world (...) a better place, and act in word and deed as global and responsible citizens. The argument is structured as follows: first, in highlighting some leadership challenges we discuss why it takes a responsible, global, and ultimately cosmopolitan mindset to enhance human values on a global scale. Second, we define more specifically responsible global leadership and the (potential) role of business leaders acting as agents of world benefit. Third, drawing on latest research on cosmopolitanism, we discuss the hallmarks of contemporary cosmopolitanism. Fourth, and concluding our argument, we propose key cosmopolitan business principles to help leaders build a more inclusive world. (shrink)

This article argues that while ethical leadership in mainstream theorising is assumed to be a cognitive exercise, leaders’ bodies in fact play a significant role in the social construction of ethical leadership. Their bodies become particularly potent when leaders are depicted via the interplay between visual and verbal modes in the media. In order to extend current understandings of ethical leadership, this study employs a discourse analytic approach to examine how visual and verbal devices convey ethical leadership for two of (...) Australia’s major bank chief executive officers—John Stewart and Ralph Norris—before and during the global financial crisis. Based on the analysis, this article demonstrates that ethical leadership is constructed through the confluence of elite and working class masculinities that is multimodally embodied and disembodied. The article suggests that what it means to be an ethical leader is invariably informed by class-based patriarchal norms that can serve to reinforce the masculinisation of ethics. (shrink)

The aim of our special issue is to deepen our understanding of the role moral emotions play in organisations as part of a wider discourse on organisational ethics and morality. Unethical workplace behaviours can have far-reaching consequences—job losses, risks to life and health, psychological damage to individuals and groups, social injustice and exploitation and even environmental devastation. Consequently, determining how and why ethical transgressions occur with surprising regularity, despite the inhibiting influence of moral emotions, has considerable theoretical and practical significance (...) to management scholars and managers alike. In this introduction, we present some of the core arguments in the field; notably, the effect of organisational life and bureaucracy on emotions, in general, and moral emotions, in particular; the moral standing of leaders, managers and followers; moral challenges raised by obedience and resistance to organisational power and ethical blindspots induced by what may appear as deeply moral emotions. These issues are explored by a collection of geographically diverse articles in various work contexts, which are thematically organised in terms of moral emotions, ethical behaviour and social pressure, moral emotions and their consequences within/across levels of analysis, psychoanalytic perspectives on the management of moral emotions, virtue and moral emotions and moral emotions and action tendencies. We end by suggesting certain avenues for future research in the hope that the endeavour initiated here will inspire improved practice at work. (shrink)

This paper investigates the multidimensional phenomenon of wisdom in organizations and management as an integral and relational process. In particular, the paper will show how phenomenology can help to render an extended understanding of the "incorporated" dimensions of wisdom situated in organizations and managerial life-world practises. Based on this, an integral (and holonic) pheno-practice of wisdom in organisations will be proposed. Accordingly the interior and exterior dimensions as well as individual and collective spheres of wisdom are assessed together. Furthermore, the (...) interconnected processes of intentional, behavioural, cultural and systemic domains of wisdom can be integrated. Following a processual turn, a dynamic and decentred perspective on wisdom will be developed by which it is interpreted as an emerging and inter-relational event. Finally, theoretical and practical implications and further research on a more integrated understanding of wisdom are discussed. (shrink)

Theories of ethical leadership provide important insights about the effect of leader’s ethics on the relationship between leaders and followers. However, there is an increasing demand for addressing key constructs that enhance the capacity to explain theoretical aspects of ethical leadership. The purpose of this study is to expand the theoretical framework of ethical leadership based on Korean traditional leadership by focusing on personal cultivation, morality, and social responsibility. Using a framework of intrapersonal process as leadership and core value and (...) competence as components of leadership, this study examines the ethical aspects of Korean traditional leadership and provides the implications to further develop the theory of ethical leadership. It is found that ethical integrity ensued from sugi is an essential precondition to develop leadership, and the core value of ethical leadership includes Zhixin-Chijing and the competence co.. (shrink)

This study explores the role and potential of benevolent leadership in creating virtuous and compassionate organizations. A number of small and medium enterprises in Turkey, also called “The Anatolian Tigers”, have been experimenting with new ways of incorporating care and compassion at work. The study uses narrative inquiry to explore how benevolent leadership enhances collective performance and wellbeing in Anatolian Tigers. The paper reviews and integrates four streams of research associated with creating common good in organizations: Spirituality, morality, positivity, and (...) community, and links each of these elements to creating virtuous and compassionate organizations through narrative inquiry. The paper proposes that benevolent leadership can contribute to the long-term health and sustainability of organizations through its four elements: spiritual depth, ethical sensitivity, positive engagement, and community responsiveness. (shrink)

Ethical leadership has become a popular subject of empirical research in recent years. Most studies follow Brown et al.’s definition of ethical leadership, which consists of two components: the moral person and the moral manager. In this paper, I argue for a third relevant component: i.e., the moral entrepreneur who creates a new ethical norm. Viewing moral entrepreneurship as a new component of ethical leadership opens up avenues for studying various antecedents and outcomes of ethical leadership that have not been (...) acknowledged so far, or at least, not adequately. (shrink)

Empirical analyses of the ethics of corporations with the aim to improve the state of corporate ethics are rare. This paper develops an integrated, normative model of corporate ethics by conceptualizing the ethical quality of organizations and by relating this contextual quality to various expressions of immoral behavior. This so-called Ethics Qualities Model for organizations, which contains 21 ethical qualities, allows one to assess the ethical content of institutional groups of individuals. A proper conceptualization is highly relevant both for the (...) empirical corroboration of business ethics theories and for managerial purposes, such as judging individual and group performance or informing external stakeholders. The empirical applicability of the model is illustrated by an explorative case study of a large, globally operating financial institution. This case-study demonstrates that the corporate ethical qualities differ with respect to their perceived optimality as well as to their estimated impact on (un)ethical conduct. The various results provide managers with many clues to understand their organization and to take effective measures to improve the ethical content of their organization. (shrink)

Business and love appear to have little to do with each other. We hold the opposite to be true if the concept of love in business draws from two corresponding grammars. This paper contributes to the ‘agenda for growth and affirmation of people and the environment’ in business. By focusing on the grammars of love and business we operationalize the concept of love in ways that business executives, managers and employees can understand, adopt, and implement. With references to the theory (...) and practice of management and organizations, we aim to contribute to expanding the theory and practice of responsible organizations and their leaders caring for others. (shrink)

In this research, we argue that managers have various strategies for handling complex ethical problems and that these strategies are formed according to the logic of appropriateness. First, we will show through a qualitative empirical study the different strategies that are used for handling ethical problems. Five types of strategies are identified in this study: mediating, principled, isolation, teaching and bystanding. Secondly, we will investigate the types of ethical approaches which managers reveal when handling ethical problems. Thirdly, we will discuss (...) which strategies seem to contribute to the overall ethicality of organisations. To conclude, we suggest that the decisions and actions of managers like the middle managers in this study are influenced by their interpretation of what is appropriate behaviour in the particular situation. (shrink)

Following the landmark corporate scandals of the early 21st century, there appeared to be a tremendous increase in the U.S. business media's emphasis on issues of ethics in corporate leadership. The purpose of this research was to examine whether that apparent increase was reflected in an actual change in that media's portrayals of successful leaders. We content analyzed the text of a total of 180 articles in Business Week, Fortune, and Forbes magazine, 90 from the five years preceding the landmark (...) scandals and 90 from the five years following the scandals. We found no evidence that the landmark scandals had any impact on the media's incorporation of ethics in their portrayals of leaders. We attribute this substantially to the persistence of a world-view in the U.S. business press that emphasizes leader traits and actions that have a direct impact on corporate profits. Additionally, we found some interesting consistencies and differences in media portrayals across the two time periods, likely related to the rise and fall of dot-com businesses. We discuss the implications of these findings for researchers and corporate leaders. (shrink)