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  1. Responsible Leaders for Inclusive Globalization: Cases in Nicaragua and the Democratic Republic of the Congo. [REVIEW]Josep F. Mària & Josep M. Lozano - 2010 - Journal of Business Ethics 93 (S1):93 - 111.
    The current globalization process excludes a significant part of humanity, but organizations can contribute to a more inclusive form by means of dialogue with other organizations to create economic and social value. This article explores the main leadership traits (visions, roles and virtues) necessary for this dialogue. This exploration consists of a comparison between two theoretical approaches and their illustration with two cases. The theoretical approaches compared are Responsible Leadership, a management theory focused on the contribution of business leaders to (...)
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  • The Influence of Corporate Psychopaths on Corporate Social Responsibility and Organizational Commitment to Employees.Clive R. Boddy, Richard K. Ladyshewsky & Peter Galvin - 2010 - Journal of Business Ethics 97 (1):1-19.
    This study investigated whether employee perceptions of corporate social responsibility (CSR) were associated with the presence of Corporate Psychopaths in corporations. The article states that, as psychopaths are 1% of the population, it is logical to assume that every large corporation has psychopaths working within it. To differentiate these people from the common perception of psychopaths as being criminals, they have been called “Corporate Psychopaths” in this research. The article presents quantitative empirical research into the influence of Corporate Psychopaths on (...)
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  • (1 other version)“Organizational Terrorism” and Moral Choices – Exercising Voice When the Leader is the Problem.Cam Caldwell & Mayra Canuto-Carranco - 2010 - Journal of Business Ethics 97 (1):159-171.
    We introduce the concept of “organizational terrorism” to describe dysfunctional leaders who are abusive and who treat organizational members with contempt and disregard. After identifying the moral duties of leaders in organizations, we explain how organization members respond to their dissatisfaction with organizations through Exit, Voice, Loyalty, or Neglect. We explain why exercising voice is the most effective moral choice in dealing with dysfunctional leaders.
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  • Organizational Resistance to Destructive Narcissistic Behavior.Lynn Godkin & Seth Allcorn - 2011 - Journal of Business Ethics 104 (4):559-570.
    As destructive narcissists attain positions of power, unethical behavior ensues. Organizational identity shifts in response. As a result, unethical decisions become amplified in organizational structure and practices and embedded in technology. Little research related to how employees respond to organizational events, cost/benefit analysis of such, or the effects of negative treatment of employees by organizations is available. As persons become aware of the circumstances generated by destructive narcissistic behavior and informed about the consequences, some will resist. In this article, we (...)
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  • Transformative Leadership: Achieving Unparalleled Excellence. [REVIEW]Cam Caldwell, Rolf D. Dixon, Larry A. Floyd, Joe Chaudoin, Jonathan Post & Gaynor Cheokas - 2012 - Journal of Business Ethics 109 (2):175-187.
    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 Corporate Psychopaths Theory of the Global Financial Crisis.Clive R. Boddy - 2011 - Journal of Business Ethics 102 (2):255-259.
    This short theoretical paper elucidates a plausible theory about the Global Financial Crisis and the role of senior financial corporate directors in that crisis. The paper presents a theory of the Global Financial Crisis which argues that psychopaths working in corporations and in financial corporations, in particular, have had a major part in causing the crisis. This paper is thus a very short theoretical paper but is one that may be very important to the future of capitalism because it discusses (...)
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  • Accounting as a Facilitator of Extreme Narcissism.Joel H. Amernic & Russell J. Craig - 2010 - Journal of Business Ethics 96 (1):79 - 93.
    We add texture to the conclusion of Duchon and Drake (Journal of Business Ethics, 85, 2009, 301) that extreme narcissism is associated with unethical conduct. We argue that the special features possessed by financial accounting facilitate extreme narcissism in susceptible CEOs. In particular, we propose that extremely narcissistic CEOs are key players in a recurring discourse cycle facilitated by financial accounting language and measures. Such CEOs project themselves as the corporation they lead, construct a narrative about the corporation and themselves (...)
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  • Moral Emotions and Corporate Psychopathy: A Review.Benjamin R. Walker & Chris J. Jackson - 2017 - Journal of Business Ethics 141 (4):797-810.
    While psychopathy research has been growing for decades, a relatively new area of research is corporate psychopathy. Corporate psychopaths are simply psychopaths working in organizational settings. They may be attracted to the financial, power, and status gains available in senior positions and can cause considerable damage within these roles from a manipulative interpersonal style to large-scale fraud. Based upon prior studies, we analyze psychopathy research pertaining to 23 moral emotions classified according to functional quality and target. Based upon our review, (...)
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  • When Not Knowing is a Virtue: A Business Ethics Perspective.Joanna Crossman & Vijayta Doshi - 2015 - Journal of Business Ethics 131 (1):1-8.
    How leaders and managers respond to not knowing is highly relevant given the complex, ambiguous, and chaotic business environment of the twenty-first century. Drawing on the literature from a variety of disciplines, the paper explores the dominant, unfavorable conceptualization of not knowing. The authors present some potential ethical implications of a negative view of not knowing and suggest how organizations would benefit from identifying any unhelpful aspects of the culture that may encourage unethical, undesirable, and/or hasty actions in situations of (...)
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  • Ethical Leadership in Modern Employment Relationships: Lessons from St. Benedict. [REVIEW]Christopher C. A. Chan, Kenneth McBey & Brenda Scott-Ladd - 2011 - Journal of Business Ethics 100 (2):221 - 228.
    Business ethics and leadership play an increasingly important role for contemporary organizations as employers and employees search for new ways to cope with ongoing changes in organizational environments. Research attention to date has focused upon how to improve process and structural configurations, while there has been scant attention devoted to an examination of the ethical and leadership perspective. This article breaks new ground by exploring the applicability of the Rule of St. Benedict (RSB) to modern employment relationships. A significant proportion (...)
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  • Repentance and Continuous Improvement: Ethical Implications for the Modern Leader. [REVIEW]Cam Caldwell, Rolf D. Dixon, Ryan Atkins & Stefan M. Dowdell - 2011 - Journal of Business Ethics 102 (3):473-487.
    Although leadership of organizations rarely is discussed in terms of the religious construct of repentance, we propose that repentance and continuous improvement are closely related ideas that profoundly impact individuals and organizations. We identify six parallels between repentance and continuous improvement and then show how these parallels apply to the fundamental principles associated with highly regarded leadership perspectives. We conclude by identifying five contributions of the article to the management literature.
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  • (1 other version)“Organizational Terrorism” and Moral Choices – Exercising Voice When the Leader is the Problem.Mayra Canuto-Carranco - 2010 - Journal of Business Ethics 97 (1):159 - 171.
    We introduce the concept of "organizational terrorism" to describe dysfunctional leaders who are abusive and who treat organizational members with contempt and disregard. After identifying the moral duties of leaders in organizations, we explain how organization members respond to their dissatisfaction with organizations through Exit, Voice, Loyalty, or Neglect. We explain why exercising voice is the most effective moral choice in dealing with dysfunctional leaders.
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