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1.
Philanthropic giving among leaders is often assumed to be an expression of ethical leadership in both academic and media discourses; however, this assumption can overlook the ways in which philanthropy produces and is underpinned by inequality. In order to extend current understandings of ethical leadership, this study employs a critical discourse analytic approach to examine how the link between philanthropy and ethical forms of leadership is verbally and visually constructed in the media. Based on the analysis, the article demonstrates how the construction of Australian philanthropists as ethical leaders is achieved through their representation via three paradoxical identities: Aristocratic Battlers; Caring Controllers; and Publicity-Shy Celebrities. These discourses are mediated by Australian cultural norms and serve to conceal yet ultimately reinforce social and economic inequality. The article proposes that a critical discursive approach to understanding leadership ethics can help to explore the hidden or adverse effects of ostensibly ethical practices. 相似文献
2.
Recent ethical misconduct in American business has resulted in volumes of written commentary, various legislative responses,
as well as litigation by those identified as victims. While legislators, judges, juries, and the Securities and Exchange Commission
(SEC) pursue an increasing number of cases, there is little attention devoted to understanding what drives executives and
other leaders to behave in ways that violate the ethical and legal standards of business in the United States. This understanding
is a prerequisite to selecting leaders and designing interventions that prevent future misconduct. Understanding leadership’s
nature and functioning is one key to understanding the ethical behavior of an organization as a system and of the people who
lead the organization. Two models or frameworks provide the foundation for this paper. The first is a model of leadership
competencies. This model identifies five key areas of competence related to overall, long-term leadership success. The second
model targets leadership effectiveness. This model has three components – motivational patterns, decision criteria, and competencies.
Using the Leadership Effectiveness Model to frame the discussion, the authors describe the nature and importance of the models,
with particular focus on motivational patterns. Research suggests these patterns often account for 40–60% of overall leadership
effectiveness. This article defines motivational patterns and describes key patterns that may impact ethical behavior of leaders.
The article concludes with a discussion of how to use data on motivational patterns in leadership selection, development,
and evaluation processes.
Carl L. Harshman, Ph.D. is president of Harshman & Associates, Inc., an organizational and leadership development firm and
founder of the Institute for Work Attitude and Motivation, an organization performance and research institute. He researches
and writes in the areas of individual and organization performance, team development, and leadership and ethics. He can be
contacted at carl@harshman.com.
Ellen Harshman, Ph.D., J.D. is dean of the John Cook School of Business at Saint Louis University and associate professor
in management. Her research interests include leadership, individual and organizational ethics, and issues in employment law.
She can be reached at harshman@slu.edu. 相似文献
3.
Leaders who express an ethical identity are proposed to affect followers’ attitudes and work behaviors. In two multi-source
studies, we first test a model suggesting that work engagement acts as a mediator in the relationships between ethical leadership
and employee initiative (a form of organizational citizenship behavior) as well as counterproductive work behavior. Next,
we focus on whether ethical leadership always forms an authentic expression of an ethical identity, thus in the second study,
we add leader Machiavellianism to the model. For Machiavellian leaders, the publicly expressed identity of ethical leadership
is inconsistent with the privately held unethical Machiavellian norms. Literature on surface acting suggests people can at
least to some extent pick up on such inauthentic displays, making the effects less strong. We thus argue that the positive
effects of ethical leader behavior are likely to be suppressed when leaders are highly Machiavellian. Support for this moderated
mediation model was found: The effects of ethical leader behavior on engagement are less strong when ethical leaders are high
as opposed to low on Machiavellianism. 相似文献
4.
This exploratory study examines how managers and professionals regard the ethical and social responsibility reputations of
60 well-known Australian and International companies, and how this in turn influences their attitudes and behaviour towards
these organisations. More than 350 MBA, other postgraduate business students, and participants in Australian Institute of
Management (Western Australia) management education programmes were surveyed to evaluate how ethical and socially responsible
they believed the 60 organisations to be. The survey sought to determine what these participants considered ‘ethical’ and
‘socially responsible’ behaviour in organisations to be. The survey also examined how the participants’ beliefs influenced
their attitudes and intended behaviours towards these organisations. The results of this survey indicate that many managers
and professionals have clear views about the ethical and social responsibility reputations of companies. This affects their
attitudes towards these organisations which in turn has an impact on their intended behaviour towards them. These findings
support the view in other research studies that well-educated managers and professionals are, to some extent, taking into
account the ethical and social responsibility reputations of companies when deciding whether to work for them, use their services
or buy shares in their companies. 相似文献
5.
The ability of leaders to be perceived as trustworthy and to develop authentic and effective relationships is largely a function of their personal identities and their self-awareness in understanding and making accommodations for their weaknesses. The research about self-deception confirms that we often practice denial regarding our identities without being fully aware of the ethical duties that we owe to ourselves and to others. This article offers insights about the nature of identity and self-awareness, specifically examining how self-deception can create barriers to self-awareness within both a personal and a business context. 相似文献
6.
Archetypal psychology suggests the possibility of a leadership archetype representing the unconscious preferences of human
beings as a species about the appropriate relationships between leaders and followers. Mythological analysis compared God’s
leadership in the Abraham myth with modern visionary, ethical and situational leadership to find similarities reflecting continuities
in human thinking about leadership over as long as 3600 years. God’s leadership behavior is very modern except that God is
generally more relationship oriented. The leadership archetype that emerges is of a leader that develops his/her follower
by reliably maintaining a vision, behaving according to firm ethical values even when it weakens the leader’s authority, accepting
suffering when the follower is unreliable, and always forgiving even when the follower behaves with hubris in an attempt to
overthrow the leader. If God’s leadership principles were mandatory in management, many dysfunctional leaders would be disqualified
and many of the negative consequences of poor leadership might be averted.
Neil Remington Abramson is an Associate Professor of Strategy, Specialist in building effective business relationships in
comparative management contexts. 相似文献
7.
In light of continuing corporate scandals, the study of ethical leadership remains an important area of research which helps
to understand the antecedents and consequences of ethical behavior in organizations. The present study investigates how social
distance influences ethical leadership evaluations, and how in turn ethical leadership evaluations affect leader–member exchange
(LMX) after a leader’s moral transgression. Based on construal level theory, we propose that higher social distance will lead
to more severe evaluations of immoral behavior and therefore entail lower ethical leadership ratings. More- over, we hypothesize
that ethical leadership will positively affect LMX. Participants read a scenario describing a moral situation in which a leader,
who was presented in either high or low social distance, behaves unethically toward an employee. We tested our predictions
using a structural equation modeling approach. As expected, participants in the high social distance condition judged leaders
more harshly (i.e., they gave lower ethical leadership ratings) than in the low social distance condition. Thus, social distance
moderated the extent to which leaders are perceived as ethical leaders after moral transgression. Moreover, in accordance
with our proposition, ethical leadership ratings had a positive influence on LMX. 相似文献
8.
This paper offers an alternative to deontological and utilitarian approaches to making ethical decisions and taking good actions
by organisational leaders. It argues that the relational and context-dependent nature of leadership necessitates reference
to an ethical approach which explicitly takes these aspects into account. Such an approach is offered in the re-conceptualisation
of ethical action on the part of leaders as a process of “coming into right relation” vis-à-vis those affected by their decisions
and actions. Heidegger’s notion of “dwelling” is explored as a means of “coming into right relation”. Three aspects of dwelling:
“staying with”, “comportment” and “active engagement” are described and ways in which they might be practically enacted by
leaders are suggested. The paper concludes by reflecting on the ways adopting a “dwelling” approach to resolving ethical issues
implies a re-conceptualisation of leadership itself. 相似文献
9.
Several leadership and ethics scholars suggest that the transformational leadership process is predicated on a divergent set
of ethical values compared to transactional leadership. Theoretical accounts declare that deontological ethics should be associated
with transformational leadership while transactional leadership is likely related to teleological ethics. However, very little
empirical research supports these claims. Furthermore, despite calls for increasing attention as to how leaders influence
their followers’ perceptions of the importance of ethics and corporate social responsibility (CSR) for organizational effectiveness,
no empirical study to date has assessed the comparative impact of transformational and transactional leadership styles on
follower CSR attitudes. Data from 122 organizational leaders and 458 of their followers indicated that leader deontological
ethical values (altruism, universal rights, Kantian principles, etc.) were strongly associated with follower ratings of transformational
leadership, while leader teleological ethical values (utilitarianism) were related to follower ratings of transactional leadership.
As predicted, only transformational leadership was associated with follower beliefs in the stakeholder view of CSR. Implications
for the study and practice of ethical leadership, future research directions, and management education are discussed. 相似文献
10.
The relevance of leader ethicality has motivated ethical leadership theory. In this paper, we emphasize the importance of moral identity for the concept of ethical leadership. We relate ethical leadership incorporating an internalized moral identity to productive deviant workplace behavior. Using qualitative empirical data we illustrate the relevance of critical situations, i.e., situations in which hypernorms and organizational norms diverge, for the distinction of ethical leaders with or without internalized moral identities. Our paper takes a multidisciplinary approach integrating insight from management as well as humanities and social sciences toward a comprehensive sense of ethical leadership. 相似文献
11.
In light of a series of ethical scandals in China in recent years, this research aims to develop a reliable and valid scale
to measure ethical leadership, namely the “ethical leadership measure (ELM).” Our results show that ELM is strongly and positively
correlated with scales for authentic leadership, ethical leadership, idealized influence, and a recently-developed leadership
virtues questionnaire (LVQ); and negatively correlated with laissez-faire leadership and passive management by exception.
ELM is also found to be positively related to followers’ job satisfaction, affective commitment, trust in leader, organizational
citizenship behavior, and moral identity, and negatively related to followers’ intention to quit. 相似文献
12.
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 provides indication that the four dimensions have
similar meaning across cultures. Then, using analysis of variance (ANOVA) tests each of the four dimensions were found to
be universally endorsed as important for effective leadership. However, cultures also varied significantly in the degree of
endorsement for each dimension. In the increasingly global business environment, these findings have implications for organizations
implementing ethics programs across cultures and preparing leaders for expatriate assignments.
Christian J. Resick is Assistant Professor of Industrial and Organizational Psychology at Florida International University.
His research is aimed at understanding how people interact with and influence various aspects of their work environments,
including cultures, climates, leaders, and teammates along with the implications for various aspects of organizational behavior.
A particular focus of Christian’s work examines ethical leadership and the critical linkages between leadership and organizational
ethics. He received his Ph.D. from Wayne State University.
Paul J. Hanges is a professor in the Department of Psychology at the University of Maryland and the head of the Industrial/Organizational
Psychology program in the department. He is an affiliate of the Cognitive Psychology program and the R. H. Smith School of
Business. Paul’s research focuses on three topics (a) social cognition, leadership, and cross-cultural issues; (b) personnel
selection, test fairness, and racial/gender discrimination; and (c) research methodology. He is on the editorial board of
the Journal of Applied Psychology and The Leadership Quarterly and is a fellow of the Society of Industrial and Organizational
Psychology and the American Psychological Association.
Marcus W. Dickson is Associate Professor of I/O Psychology at Wayne State University in Detroit. His research generally focuses
on issues of leadership and culture (both organizational and societal), and the interaction of those constructs. He is a former
Co-Principal Investigator of the GLOBE Project, and his work has appeared in Journal of Applied Psychology, Applied Psychology:
An International Review, and The Leadership Quarterly, among others.
Jacqueline K. Mitchelson is a doctoral candidate in Industrial and Organizational Psychology at Wayne State University. Her
current research areas are leadership, organizational culture, individual differences and work-family conflict. 相似文献
13.
Based on the ‘Partnership Model of Corporate Ethics’ (Wood, 2002), this study examines the ethical structures and processes that are put in place by organizations to enhance the ethical
business behavior of staff. The study examines the use of these structures and processes amongst the top companies in the
three countries of Australia, Canada, and Sweden over two time periods (2001–2002 and 2005–2006). Subsequently, a combined
comparative and longitudinal approach is applied in the study, which we contend is a unique approach in the area of business
ethics. The findings of the study indicate that corporations operating in Sweden have utilized ethical structures and processes
differently than their Canadian and/or Australian counterparts, and that in each culture the way that companies fashion their
approach to business ethics appears congruent with their national cultural values. There does, however, appear to be a convergence
of views within the organizations of each culture, as the Swedish companies appear to have been more influenced in 2005–2006
by an Anglo-Saxon business paradigm than they have been in the past. 相似文献
14.
One challenge that globalization has brought to business is that firms, as they expand their market globally through cross-border
alliances, need to deal with partner firms from countries of different religious background. The impact of a country’s dominant
religion on its firms’ international market entry mode choices has not been examined in traditional approaches. Focusing on
hypothesizing the influence of Christian beliefs and atheism (i.e., the absence of belief in any deities), this research aims
to fill the gap by exploring religion’s role in providing moral restraint on managers’ propensity for opportunism, which in
turn affects these managers’ choices of their firms’ international market entry via non-equity alliances or joint ventures.
A study of 22,156 cross-border alliances formed in 48 industries world-wide over 9 years provides new insight toward understanding
religion’s influence on firms’ international market entry mode decisions through the ethical dimension of strategic leadership.
This article would fit best under the International Management section for reviewing purposes. 相似文献
15.
This article explores the concept of corporate identity from a moral perspective. In it we argue that the reification and
personification involved in attributing an identity to an organization has moral repercussions. Through a discussion of ‘intentionality’
we suggest that it is philosophically problematic to treat an abstraction of the corporation as possessing identity or acting
as a conscious moral agent. The article moves to consider practical and ethical issues in the areas of organizational commitment,
of health and safety, and corporate social responsibility, and finds that the notion of identity can be abused, although it
will no doubt continue to be used as it does have some practical utility. In conclusion, we argue that despite being meaningless
from a philosophical stance, the concept of corporate identity need not be discarded, however, it is far from benign and intense
moral scrutiny is necessary wherever it is applied.
Ian Ashman PhD is a senior lecturer in the HRM division of the Lancashire business School, University of Central Lancashire.
He has recently authored a number of papers on business ethics, leadership and research methods, all of which draw upon his
interest in philosophies of existential phenomenology. He is an executive member of European Business Ethics Network U.K.
Professor Diana Winstanley PhD, FCIPD was Director of Postgraduate Programmes at Kingston Business School, Kingston University.
She wrote over 50 articles and five books, including her latest, ‚Personal Effectiveness: A Guide to Action’ (2005, CIPD)
and Ethical Issues in Contemporary Human Resource Development (2000, Macmillan). She was a trained humanistic counsellor and
an executive member of European Business Ethics Network U.K. Her research interests were in the areas of workplace learning,
development, diversity and business ethics. Sadly, Diana Winstanley, died last summer. 相似文献
16.
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 of the RSB is directly relevant for today’s leaders, as
it contains crucial lessons dealing with leadership issues such as ethics, cultivating a consultative climate, encouraging
the virtues of humility, obedience (“servant” leadership), justice, discretion, prudence, discernment, and personnel-related
issues such as discipline and termination. 相似文献
17.
Building on an existing framework concerning ethical intention, this research explores how Thai business people perceive the
importance of ethics in various scenarios. This study investigates the relative influences of personal characteristics and
the organizational environment underlying the Thai business people’s ethical perception. Corporate ethical values and idealism
are shown to positively influence a Thai manager’s perceptions about the importance of ethics. While their ability to perceive
the existence of an ethical problem is negatively influenced by relativism, it is positively impacted by their existing perceptions
about the importance of ethics. Results also suggest positive relationships between perceived importance of ethics and perceived
ethical problems with ethical intention. These results extend research in understanding the relationship between the antecedents
and consequences of perceived importance of ethics within an economically growing non-Western culture. 相似文献
18.
In addition to a person’s character and training, the organization’s ethical work climate (EWC) can assess how the organization
influences an individual’s ethical decision-making process by examining the individuals’ perception of “what is the right
thing to do” in a particular organizational environment. Relatively little research has explored which EWCs dominate military
units and the impact of organizational role and environmental uncertainty on individuals in the military and their ethical
decision making. In this study, we examined the predominant EWCs among military units and found that certain organizational
influences are associated with the specific EWCs. Based on these discoveries, we discuss the implications of EWC studies and
the influence of organizational role and environmental uncertainty for researchers, as well as military leaders. 相似文献
19.
Ethical leadership can lead to many positive organizational outcomes. Previous studies have shown a correlation between ethical conduct and profitability; in addition, firms that have high ethical standards have fewer legal issues. The existing ethical leadership literature assumes a stable external environment. The business and peace literature, on the other hand, assumes instability but has thus far largely ignored the role of leadership within companies as a possible driver of peacebuilding activities. The practitioner community has already begun to recognize that leaders of organizations are the key drivers of change in the peacebuilding context. The Business for Peace Foundation, the foremost organization in the practitioner community, gives its annual award to business leaders who promote peace within their organizations and communities. These Business for Peace honorees represent the ‘ethical leadership’ qualities of peace promotion, without reference to academic theories in either area. We conducted semi-structured interviews with the 2015 Business for Peace honorees and combined those with their public speeches at the Business for Peace events to examine what role these business and peace leaders saw between ethical leadership and peace promotion. Unlike the academic research that suggests only a theoretical and sometimes a direct but tangential connection to peacebuilding, the honorees highlight the direct and visible connection of ethical leadership to peace in unstable environments. We begin by describing the relevant business for peace and ethical leadership literatures. Then we highlight the significant aspects of the interviews and speeches and relate these to the prevailing theories of both business and peace and ethical leadership. Our findings suggest that ethical leadership may be an important missing link within the business and peace literature as an avenue for peace promotion, and that the leadership literature may be ignoring an important positive impact of ethical leadership. 相似文献
20.
In recent years, scholars have sought to investigate the impact that ethical leaders can have within organisations. Yet, only a few theoretical perspectives have been adopted to explain how ethical leaders influence subordinate outcomes. This study therefore draws on social rules theory (SRT) to extend our understanding of the mechanisms linking ethical leadership to employee attitudes. We argue that ethical leaders reduce disengagement, which in turn promotes higher levels of job satisfaction and organisational commitment, as well as lower turnover intentions. Co-worker social undermining is examined as a moderator of the relationship between ethical leadership and disengagement, as we suggest that it is difficult for ethical leaders to be effective when co-worker undermining prevails. To test the proposed model, questionnaires were administered to 460 nurses in Romanian hospital settings over three time points separated by two-week intervals and the hypotheses were tested using generalised multilevel structural equation modeling (GSEM) with STATA. The findings revealed that ethical leadership has a beneficial effect on employee attitudes by reducing disengagement. However, the relationship between ethical leadership and disengagement was moderated by co-worker social undermining, such that when undermining was higher, the significance of the mediated relationships disappeared. These results suggest that while ethical leaders can promote positive employee attitudes, their effectiveness is reduced in situations where co-worker undermining exists. 相似文献
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