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  1. (1 other version)Leadership Ethics: Mapping the Territory.Joanne B. Ciulla - 1995 - Business Ethics Quarterly 5 (1):5-28.
    In this paper I argue that a greater understanding of the part of ethics in leadership will improve leadership studies. Debates over the definition of leadership are really debates over what researchers think constitutes good leadership. The ultimate question is not "What is leadership?" but "What is good leadership?" The word good is refers to both ethics and competence. Research into leadership ethics would explore the ethical issues of current leadership research, serve as a critical study of the field, analyze (...)
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  • Institutionalizing Ethical Innovation in Organizations: An Integrated Causal Model of Moral Innovation Decision Processes.E. Günter Schumacher & David M. Wasieleski - 2013 - Journal of Business Ethics 113 (1):15-37.
    This article answers several calls—coming as well from corporate governance practitioners as from corporate governance researchers—concerning the possibility of complying simultaneously with requirements of innovation and ethics. Revealing the long-term orientation as the variable which permits us to link the principal goal of organization, being “survival,” with innovation and ethic, the article devises a framework for incorporating ethics into a company’s processes and strategies for innovation. With the principal goal of organizations being “survival” in the long-term, it is assumed that (...)
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  • Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture.Shamas-ur-Rehman Toor & George Ofori - 2009 - Journal of Business Ethics 90 (4):533-547.
    Leadership which lacks ethical conduct can be dangerous, destructive, and even toxic. Ethical leadership, though well discussed in the literature, has been tested empirically as a construct in very few studies. An empirical investigation of ethical leadership in Singapore's construction industry is reported. It is found that ethical leadership is positively and significantly associated with transformational leadership, transformational culture of organization, contingent reward dimension of transactional leadership, leader effectiveness, employee willingness to put in extra effort, and employee satisfaction with the (...)
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  • A Cross-Cultural Examination of the Endorsement of Ethical Leadership.Christian J. Resick, Paul J. Hanges, Marcus W. Dickson & Jacqueline K. Mitchelson - 2006 - Journal of Business Ethics 63 (4):345-359.
    The western-based leadership and ethics literatures were reviewed to identify the key characteristics that conceptually define what it means to be an ethical leader. Data from the Global Leadership and Organizational Effectiveness (GLOBE) project were then used to analyze the degree to which four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation, and Encouragement – were endorsed as important for effective leadership across cultures. First, using multi-group confirmatory factor analyses measurement equivalence of the ethical leadership scales was found, which (...)
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  • A Meta-analytic Review of Ethical Leadership Outcomes and Moderators.Akanksha Bedi, Can M. Alpaslan & Sandy Green - 2016 - Journal of Business Ethics 139 (3):517-536.
    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 (...)
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  • Developing a Framework for Ethical Leadership.Alan Lawton & Iliana Páez - 2015 - Journal of Business Ethics 130 (3):639-649.
    Interest in ethical leadership from academics and practitioners has grown enormously in recent years. This article addresses this literature through a framework that identifies three interlocking questions. First, who are ethical leaders and what are their characteristics? Second, how do ethical leaders do what they do? Third, why do leaders do as they do and what are the outcomes of ethical leadership? Different dimensions to ethical leadership are examined and presented as three interlocking circles; Virtues, Purposes and Practices. This framework (...)
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  • Scandal as norm entrepreneurship strategy: Corruption and the French investigating magistrates.Ari Adut - 2004 - Theory and Society 33 (5):529-578.
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  • Do Role Models Matter? An Investigation of Role Modeling as an Antecedent of Perceived Ethical Leadership.Michael E. Brown & Linda K. Treviño - 2014 - Journal of Business Ethics 122 (4):587-598.
    Thus far, we know much more about the significant outcomes of perceived ethical leadership than we do about its antecedents. In this study, we focus on multiple types of ethical role models as antecedents of perceived ethical leadership. According to social learning theory, role models facilitate the acquisition of moral and other types of behavior. Yet, we do not know whether having had ethical role models influences follower perceptions of one’s ethical leadership and, if so, what kinds of role models (...)
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  • (1 other version)Leadership Ethics.Joanne B. Ciulla - 1995 - Business Ethics Quarterly 5 (1):5-28.
    In this paper I argue that a greater understanding of the part of ethics in leadership will improve leadership studies. Debates over thedefinition of leadership are really debates over what researchers think constitutes good leadership. The ultimate question is not “What is leadership?” but “What is good leadership?” The word good is refers to both ethics and competence. Research into leadership ethics would explore the ethical issues of current leadership research, serve as a critical study of the field, analyze and (...)
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  • Responsible Leadership in Global Business: A New Approach to Leadership and Its Multi-Level Outcomes. [REVIEW]Christian Voegtlin, Moritz Patzer & Andreas Georg Scherer - 2012 - Journal of Business Ethics 105 (1):1-16.
    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 (...)
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  • What Ethical Leadership Means to Me: Asian, American, and European Perspectives. [REVIEW]Christian J. Resick, Gillian S. Martin, Mary A. Keating, Marcus W. Dickson, Ho Kwong Kwan & Chunyan Peng - 2011 - Journal of Business Ethics 101 (3):435-457.
    Despite the increasingly multinational nature of the workplace, there have been few studies of the convergence and divergence in beliefs about ethics-based leadership across cultures. This study examines the meaning of ethical and unethical leadership held by managers in six societies with the goal of identifying areas of convergence and divergence across cultures. More specifically, qualitative research methods were used to identify the attributes and behaviors that managers from the People’s Republic of China (the PRC), Hong Kong, the Republic of (...)
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  • Do Ethical Leaders Get Ahead? Exploring Ethical Leadership and Promotability.Michael E. Brown - 2010 - Business Ethics Quarterly 20 (2):215-236.
    ABSTRACT:Despite sustained attention to ethical leadership in organizations, scholarship remains largely descriptive. This study employs an empirical approach to examine the consequences of ethical leadership on leader promotability. From a sample of ninety-six managers from two independent organizations, we found that ethical leaders were increasingly likely to be rated by their superior as exhibiting potential to reach senior leadership positions. However, leaders who displayed increased ethical leadership were no more likely to be viewed as promotable in the near-term compared to (...)
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  • (2 other versions)Ethics, the heart of leadership.Joanne B. Ciulla (ed.) - 2004 - Westport, Conn.: Praeger.
    The scope of the issues -- The moral relationship between leaders and followers -- The morality of leaders : motives and deeds -- Puzzles and perils of transformational leadership.
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  • (2 other versions)Moral saints.Susan Wolf - 1982 - Journal of Philosophy 79 (8):419-439.
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  • Trust and antitrust.Annette Baier - 1986 - Ethics 96 (2):231-260.
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  • Virtue theory as a dynamic theory of business.Surendra Arjoon - 2000 - Journal of Business Ethics 28 (2):159 - 178.
    This paper develops a meta-theory of business based on virtue theory which links the concept of virtues, the common good, and the dynamic economy into a unifying and comprehensive theory of business. Traditional theories and models of business have outlived their usefulness as they are unable to adequately explain social reality. Virtue theory shows firms that pursue ethically-driven strategies can realise a greater profit potential than those firms who currently use profit-driven strategies. The theory expounds that the business of business (...)
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  • (2 other versions)Moral Saints.Susan Wolf - 1997 - In Roger Crisp & Michael Slote (eds.), Virtue Ethics. Oxford University Press.
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  • CEO Ethical Leadership and Corporate Social Responsibility: A Moderated Mediation Model.Long-Zeng Wu, Ho Kwong Kwan, Frederick Hong-kit Yim, Randy K. Chiu & Xiaogang He - 2015 - Journal of Business Ethics 130 (4):819-831.
    This study examined the relationship between CEO ethical leadership and corporate social responsibility by focusing on the mediating role of organizational ethical culture and the moderating role of managerial discretion. Based on a sample of 242 domestic Chinese firms, we found that CEO ethical leadership positively influences corporate social responsibility via organizational ethical culture. In addition, moderated path analysis indicated that CEO founder status strengthens while firm size weakens the direct effect of CEO ethical leadership on organizational ethical culture and (...)
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  • Linking Ethical Leadership to Employees’ Organizational Citizenship Behavior: Testing the Multilevel Mediation Role of Organizational Concern.Shenjiang Mo & Junqi Shi - 2017 - Journal of Business Ethics 141 (1):151-162.
    This study empirically examined the propositions that ethical leadership is related to employees’ organizational citizenship behavior through two psychological mechanisms: a social learning mechanism, where employees emulate their supervisor’s behavior such as caring about their organization; and a social exchange mechanism that links ethical leadership to perceived procedural justice and employee’s organizational concern. Our theoretical model was tested using data collected from employees in a pharmaceutical retail chain company. Analyses of multisource time-lagged data from 93 team supervisors and 486 employees (...)
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  • Ethical Dimensions of Leadership.Rabindra N. Kanungo & Manuel Mendonca - 1996 - SAGE.
    In this book the authors examine the various orientations of leadership, and demonstrate that true, effective leadership is only achieved when it is consistent with ethical and moral values.
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  • Linking Ethical Leadership to Employee Well-Being: The Role of Trust in Supervisor.Aamir Chughtai, Marann Byrne & Barbara Flood - 2015 - Journal of Business Ethics 128 (3):653-663.
    Focusing on the supervisor–trainee relationship, this research set out to examine the impact of ethical leadership on two indicators of work-related well-being: work engagement and emotional exhaustion. Furthermore, this study sought to examine the mediating role of trust in supervisor in these relationships. Survey data were collected at two different points in time from 216 trainee accountants drawn from a variety of organisations. Structural equation modelling was used to test the research hypotheses. Results showed that, as hypothesised, trust in supervisor (...)
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  • A scale to assess ethical leadership of indian private and public sector managers.Rooplekha Khuntia & Damodar Suar - 2004 - Journal of Business Ethics 49 (1):13-26.
    Three hundred forty middle-level managers from two private and two public sector manufacturing companies in India rated their superiors on 22 items of ethical leadership. Factor analysis of the scores on such items yielded two dimensions of ethical leadership: (a) empowerment, and (b) motive and character. Items of the scale had high reliability, validity, and discriminative power. On two dimensions of ethical leadership, the superiors self-rated themselves more favorably than their subordinates rated them. This justified the proposal to consider the (...)
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  • Ethical and Unethical Leadership: Exploring New Avenues for Future Research.Michael E. Brown & Marie S. Mitchell - 2010 - Business Ethics Quarterly 20 (4):583-616.
    ABSTRACT:The purpose of this article is to review literature that is relevant to the social scientific study of ethics and leadership, as well as outline areas for future study. We first discuss ethical leadership and then draw from emerging research on “dark side” organizational behavior to widen the boundaries of the review to includeunethical leadership. Next, three emerging trends within the organizational behavior literature are proposed for a leadership and ethics research agenda: 1) emotions, 2) fit/congruence, and 3) identity/identification. We (...)
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  • Ethical Leader Behavior and Big Five Factors of Personality.Karianne Kalshoven, Deanne N. Den Hartog & Annebel H. B. De Hoogh - 2011 - Journal of Business Ethics 100 (2):349 - 366.
    Most research on ethical leadership to date investigates the consequences of ethical leadership rather than its antecedents. Here, we aim to contribute to this field by studying leader personality as a potential antecedent of ethical leader behavior. In two multisource studies, we investigated the relationships between personality traits and ethical leader behavior. Leader personality was measured through self-ratings using the five-factor personality framework. Two subordinates rated their leaders' ethical behavior. Study 1 used a unidimensional Ethical Leadership Scale (ELS). In study (...)
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  • Some perspectives of managerial ethical leadership.Georges Enderle - 1987 - Journal of Business Ethics 6 (8):657 - 663.
    If managerial leadership means deciding responsibly in a complex situation, the ethical dimension of leadership — besides its analytical and instrumental aspects — has to be clarified. I present and discuss several essential aspects of managerial ethical leadership: (a) some major presuppositions (the concepts of leadership and responsibility), (b) three normative-ethical tasks of the activity of leadership (perceiving, interpreting and creating reality — being responsible for the effect of one's decisions on the human beings concerned — being responsible for the (...)
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  • Leadership.Joseph C. Rost - 1995 - Business Ethics Quarterly 5 (1):129-142.
    In this article, the author lists three problems that make any serious discussion about the ethics of leadership a very difficult undertaking. He then proposes a new, postindustrial paradigm of leadership. Using that understanding of leadership, two different sets of ethical analyses of leadership are possible: (I) those concerned with the process of leadership and (2) those concerned with the content of leadership (the changes proposed by the leaders and collaborators). In the end, the author suggests that the industrial paradigm (...)
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  • ‘Never let a good crisis go to waste’: moral entrepreneurship, or the fine art of recycling evil into good.Steve Fuller - 2013 - Business Ethics, the Environment and Responsibility 22 (1):118-129.
    Moral entrepreneurship is the fine art of recycling evil into good by taking advantage of situations given or constructed as crises. It should be seen as the ultimate generalisation of the entrepreneurial spirit, whose peculiar excesses have always sat uneasily with homo oeconomicus as the constrained utility maximiser, an image that itself has come to be universalised. A task of this essay is to reconcile the two images in terms of what by the end I call ‘superutilitarianism’, which draws on (...)
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  • The Battle for Business Ethics: A Struggle Theory.Muel Kaptein - 2017 - Journal of Business Ethics 144 (2):343-361.
    To be and to remain ethical requires struggle from organizations. Struggling is necessary due to the pressures and temptations management and employees encounter in and around organizations. As the relevance of struggle for business ethics has not yet been analyzed systematically in the scientific literature, this paper develops a theory of struggle that elaborates on the meaning and dimensions of struggle in organizations, why and when it is needed, and what its antecedents and consequences are. An important conclusion is that (...)
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  • [Book review] splitting the difference, compromise and integrity in ethics and politics. [REVIEW]Martin Benjamin - 1991 - Hastings Center Report 21 (1):36-37.
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  • Advertising's Impact on Morality in Society: Influencing Habits and Desires of Consumers.Andrew Gustafson - 2001 - Business and Society Review 106 (3):201-223.
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  • Business Leadership: Three Levels of Ethical Analysis.Daniel E. Palmer - 2009 - Journal of Business Ethics 88 (S3):525-536.
    Research on the normative aspect of leadership is still a relatively new enterprise within the mainstream of leadership studies. In the past, most academic inquiry into leadership was grounded in a social scientific paradigm that largely ignored the ethical substance of leadership. However, perhaps because of a number of public and infamous cases of failure in business leadership, in recent years there has been renewed interest in the ethical side of leadership in business. This paper argues that ethical issues of (...)
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  • When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior. [REVIEW]James B. Avey, Michael E. Palanski & Fred O. Walumbwa - 2011 - Journal of Business Ethics 98 (4):573 - 582.
    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 (...)
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  • Ethical Challenges for Business in the New Millennium.Archie B. Carroll - 2000 - Business Ethics Quarterly 10 (1):33-42.
    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 (...)
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  • Organizational ethics: A stacked deck. [REVIEW]H. R. Smith & Archie B. Carroll - 1984 - Journal of Business Ethics 3 (2):95 - 100.
    The astute manger should be aware that, in organizations, the deck is frequently ‘stacked’ against higher levels of ethical behavior. This deck stacking occurs because of socialization processes, environmental influences, and the organization hierarchy. As a result of bosses using hierarchical leverage to take the ethical dimension of decision-making away from subordinates, the stage is set for a they-made-me-do-it defense of their moral integrity by these subordinates if and when violations of ethical norms come to light. There is also at (...)
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