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Switch to: References
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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 (...) |
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The research team measured the enterprise web accessibility levels of the Forbes 250 largest enterprises using the fully automatic accessibility evaluation tool Sortsite, and presented the compliance of the evaluated websites to WCAG 1.0, WCAG 2.0 and Section 508 accessibility levels. Given the recent attention to organizational leaders having ethical duties towards their dedicated employees, we propose that ‘societal citizenship behaviour’ concerns ethical duties of organizational leaders towards society in general and in particular to those who have less means to (...) |
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Although there is consensus that authentic leaders act according to their true values, we have no empirical evidence of what specific values authentic leaders have. While traditional leadership approaches place power at the core of leadership, authentic leadership scholars would argue that benevolence is the value that is central to effective authentic leadership. To date, the questions about whether and when authentic leaders with high power values promote or hurt followers’ performance have not been investigated. Ostensibly, authentic leaders with high (...) |
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Three characteristic problems in the measurement of corporate social performance (CSP) center around the need to measure three “metrics”: the metric of performance evaluation (M1), the metric of performance measurement (M2), and the metric of performance perception and belief (M3). The central issues in each metric are commitment, revelation, and belief, respectively. This article discusses each metric and provides sets of theoretical propositions under M2 and M3 describing behavior in those contexts. Some of the propositions inM2form an explicit partial theory (...) |
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Given the diverse conceptualisations used in the measurement of organisational value congruence (OVC), the purpose of this paper is to propose an integrated typology of measurement criteria — as a methodological and measurement guideline — that can be employed in operationalising the measurement of OVC. Based on a review of over forty empirical articles, this typology proposes a path forward to operationalise the measurement of OVC by selecting from the proposed criteria and alternative dimensions to match the specific aims of (...) |
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This study aims to investigate discourses of the charisma of Barack Obama in articles in a leading Finnish newspaper during the first 6 months of his presidency. The results show that the media created a very enthusiastic atmosphere around Obama. His charisma was built up mostly around his person, with the emphasis on an exceptional personality, life story and behaviour. In addition, the various crises that arose were used to reinforce the picture of Obama as charismatic. The findings undermine the (...) |
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