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  1. The Leader as Chief Truth Officer: The Ethical Responsibility of “Managing the Truth” in Organizations.Jean-Philippe Bouilloud, Ghislain Deslandes & Guillaume Mercier - 2019 - Journal of Business Ethics 157 (1):1-13.
    Our aim is to analyze the position of the leader in relation to the ethical dimension of truth-telling within the organization under his/her control. Based on Michel Foucault’s study of truth-telling, we demonstrate that the role of the leader toward the corporation and the imperative of organizational performance place the leader in an ambiguous position: he/she is obliged to take the lead in “telling the truth” internally and externally, but also to bear the consequences of this “truth-telling” for the organization (...)
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  • Will I Fake It? The Interplay of Gender, Machiavellianism, and Self-Monitoring on Strategies for Honesty in Job Interviews.Mary Hogue, Julia Levashina & Hongli Hang - 2013 - Journal of Business Ethics 117 (2):399-411.
    The use of deception during social interactions is a serious ethical concern for business. Interpersonal Deception Theory (IDT) proposes that strategies for using deception are influenced by personal factors. We tested this proposal by assessing participants’ strategies for using deception during an employment interview. Specifically, we examined three personal factors [gender, Machiavellianism, and self-monitoring (SM)] and intentions toward four types of deceptive behaviors (Extensive Image Creation, Image Protection, Ingratiation, and Slight Image Creation). We used path analysis to examine the intentions (...)
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