Responsible Leadership as Virtuous Leadership

Responsible leadership is rare. It is not that most leaders are irresponsible, but responsibility in leadership is frequently defined so that an important connotation of responsible leadership is ignored. This article equates responsible leadership with virtuousness. Using this connotation implies that responsible leadership is based on three assumptions—eudaemonism, inherent value, and amplification. Secondarily, this connotation produces two important outcomes—a fixed point for coping with change, and benefits for constituencies who may never be affected otherwise. The meaning and advantages of responsible leadership as virtuous leadership are discussed.     

战略性领导

卓越的领导才能包括诸多因素,其中之一就是能够识别真正的市场机会并通过组织的调整抓住机遇。这一战略才能使得商业活动不断产生并相互关联。最近,我在蒙大拿州待了几个星期,在那里我继续对飞钓进行探索,并试图弄明白人们为何对其如此狂热。可以毫不夸张地说,一个优秀的飞钓者就是一个战略家。他们对这项运动的热爱与我对获取战略机遇的热情难分高下,下面就是我从这些垂钓大师身上学到的。1.这些人是狂热的垂钓者:飞钓者们会整日整夜地钓鱼。他们通过因特网获取河流中的信息。从河流的流量(流速)到水温,他们努力获取所有的细节,一杯啤酒过后他们会侃侃而谈水温下降了10度的各种原因。他们每个人不只有一根钓竿,而是有很多根。他们不仅有一些鱼饵,而是有数百个。     

Leadership for Sustainability: An Evolution of Leadership Ability

This article examines the existing confusion over the multiple leadership styles related to successful implementation of corporate social responsibility/sustainability in organisations. The researchers find that the problem is the complex nature of sustainability itself. We posit that organisations are complex adaptive systems operating within wider complex adaptive systems, making the problem of interpreting just in what way an organisation is to be sustainable, an extraordinary demand on leaders. Hence, leadership for sustainability requires leaders of extraordinary abilities. These are leaders who can read and predict through complexity, think through complex problems, engage groups in dynamic adaptive organisational change and have the emotional intelligence to adaptively engage with their own emotions associated with complex problem solving. Leaders and leadership is a key interpreter of how sustainability of the organisation ‘links’ to the wider systems in which the organisation sits, and executing that link well requires unusual leaders and leadership systems.     

Plato on Leadership

The purpose of this paper is to identify the various dimensions of leadership emerging in Plato'ss discussions on ideal political governance and then generalize them to fit in with current discussions. The consideration will also cover some areas of organizational ethics, managerial discourses on rhetoric, management of meaning an charismatic leadership are presented. Also the possibility to evaluate the ethically "dark" sides of leadership (like totalitarian and truth-manipulating aspects) is sketched.     

Service Opinion Leadership

No abstract available for this article.     

勇于应变顺势而为合作与创新才能推动企业发展

剧烈的变化如今已司空见惯,人们应把这种现象视为阶段性的变化.所谓阶段性变化是指快速改变商业规则的模式.这种根本性的改变不但会影响市场,而且能改变社会、文化和政治环境.但这一切,都要靠商业活动来实现.     

Integrity and Global Leadership

This paper addresses the role of integrity in global leadership. It reviews the philosophy of ethics and suggests that both contractarianism and pluralism are particularly helpful in understanding ethics from a global leadership perspective. It also reviews the challenges to integrity that come through interactions that are both external and internal to the company. Finally, the paper provides helpful suggestions on how global leaders can define appropriate ethical standards for themselves and their organizations.     

Leadership in challenging times

It's an understatement to say that the current business climate is a challenging one. Tom Brown weighed the insights offered at London Business School's Global Leadership Summit and offers the best thoughts on what it takes to lead organizations right now.     

Channel Leadership Behavior:

This paper presents a conceptual framework for analyzing the effects of channel leadership behaviors on channel performance. The model emphasizes the role of the channel leader in assessing the deficiencies in the channel member's role perceptions, motivation, abilities and/or environmental conditions, and in taking action to alleviate deficiencies which inhibit channel member performance. The model incorporates constructs and research findings from leadership and channel management literature. Basic propositions by the model are stated.     

Apologies and Transformational Leadership

This empirical investigation showed that contrary to the popular notion that apologies signify weakness, the victims of mistakes made by leaders consistently perceived leaders who apologized as more transformational than those who did not apologize. In a field experiment (Study 1), male referees who were perceived as having apologized for mistakes made officiating hockey games were rated by male coaches (n = 93) as more transformational than when no apology was made. Studies 2 (n = 50) and 3 (n = 224) replicated this effect in two vignette studies to enhance internal and ecological validity. Contrary to expectations in Study 3, there were no apology×leader gender interactions. Theoretical and practical implications are discussed.     

How Positive and Neo‐Aristotelian Leadership Can Contribute to Ethical Leadership

Virtuous leadership is crucial for advancing leadership ethics. By comparing Positive Leadership and its notion of virtuousness with neo‐Aristotelian leadership based on virtue, this article sheds light on this research field. We expound on the differences and commonalities between the two and present possibilities of how they can enrich each other and further ethical leadership theory. Our findings concern the purported Aristotelian roots of virtuousness, the relative strengths and weaknesses of the positive and the neo‐Aristotelian approaches, and the interplay between technical skills and ethical excellence in leadership. We propose the adoption of practical managerial tools and procedures from Positive Leadership, making them dependent upon the virtues to achieve flourishing within organizations and society at large. © 2018 ASAC. Published by John Wiley & Sons, Ltd.     

Board Team Leadership Revisited: A Conceptual Model of Shared Leadership in the Boardroom

In the slipstream of several large-scale corporate scandals, the board of directors has gained a pivotal position in the corporate governance debate. However, due to an overreliance on particular methodological (i.e. input–output studies) and theoretical (i.e. agency theory) research fortresses in past board research, academic knowledge concerning how this important governance mechanism actually operates and functions remains relatively limited. This theoretical paper aims to contribute to the promising stream of research which focuses on behavioural perspectives and processes within the corporate board, by delving into one of the research areas perhaps plagued most by these predominant approaches: board leadership. In adopting a team perspective on the board of directors our study goes beyond traditional board leadership research, which has turned a blind eye on actual leadership dynamics, by examining leadership processes and behaviours inside the board team. Specifically, we develop a conceptual framework addressing a novel and ethical approach to team leadership within the board, i.e. shared leadership, which has previously been demonstrated to result in performance benefits in various other team settings.     

Moral Recovery and Ethical Leadership

Journal of Business Ethics - Research on ethical leadership generally falls into two categories: one celebrates individual leaders and their ‘authentic’ personalities and virtuous...     

Strategic Leadership of Corporate Sustainability

Strategic leadership and corporate sustainability have recently come together in conspicuously explicit fashion through the emergence of top management team (TMT) positions with dedicated corporate sustainability responsibilities. These TMT positions, commonly referred to as “Chief Sustainability Officers,” have found their way into the upper echelons of many of the world’s largest corporations alongside more traditional TMT positions including the CEO and CFO. We explore this phenomenon and consider the following two questions: Why are corporate sustainability positions being installed to the TMT? What effects do corporate sustainability TMT positions have at their organizations? We consider these questions through strategic leadership and neoinstitutional theoretical frameworks. Through the latter, we also engage with Weberian considerations of bureaucracy. We find that the reasons why corporate sustainability TMT positions are installed can be in response to a crisis at the corporation for which its legitimacy is challenged. We also find the corporate sustainability TMT position can be installed proactively in an effort to realize external opportunities that may have otherwise gone unrealized without concerted attention and coordination afforded by a strategic level position. Regarding effects, we determine the position can relate to the establishment of bureaucratic structures dedicated to corporate sustainability within the corporation through which formalized processes and key performance indicators to drive corporate sustainability performances are established. In the face of our finding that many corporate sustainability TMT positions are being removed despite having only relatively recently been introduced to their respective TMTs, we find that the successful implementation of bureaucratic machinery can help considerations to sustainability extend beyond the tenure of a corporate sustainability position within the TMT.