Leaders,Values, and Organizational Climate: Examining Leadership Strategies for Establishing an Organizational Climate Regarding Ethics

This paper examines the critical role that organizational leaders play in establishing a values based climate. We discuss seven mechanisms by which leaders convey the importance of ethical values to members, and establish the expectations regarding ethical conduct that become engrained in the organizations climate. We also suggest that leaders at different organizational levels rely on different mechanisms to transmit values and expectations. These mechanisms then influence members practices and expectations, further increase the salience of ethical values and result in the shared perceptions that form the organizations climate. The paper is organized in three parts. Part onebegins with a brief discussion of climates regarding ethics and the critical role of values. Part two provides discussion on the mechanisms by which leaders and members transmit values and create climates related to ethics. Part three provides a discussion of these concepts with implications for theory, research, and practice.     

Understanding Responsible Leadership: Role Identity and Motivational Drivers

This article contributes to the emerging discussion on responsible leadership by providing an analysis of the inner theatre of a responsible leader. I use a narrative approach for analyzing the biography of Anita Roddick as a widely acknowledged prototype of a responsible leader. With clinical and normative lenses I explore the relationship between responsible leadership behavior and the underlying motivational systems. I begin the article with an introduction outlining the current state of responsible leadership research and explaining the kind of magnifying glasses used to examine the case. I continue with a brief summary of Anita Roddick’s development from childhood to adulthood, which provides the biographical background for exploring her motivational systems as a leader. Against this backdrop, I analyze the relationship between motivational drivers and a responsible leadership identity as revealed by Roddick in different behavioral leadership roles. I conclude the article by providing a number of lessons learned for responsible leadership and the development of future global leaders. Dr. Nicola M. Pless is a former Vice President of leadership development at a large financial services institution. Currently she is Reader in Responsible Leadership at the University of St. Gallen and Research Director of the HSG-INSEAD Initiative on Responsible Leadership. She holds a Ph.D. in organizational theory and social issues from the University of St. Gallen and a diploma in clinical organizational psychology from INSEAD where she is a Visiting Senior Research Fellow. She is editor of “Responsible Leadership”, published by Routledge in 2006.     

Ethics in Business: Answering the Call

What might happen if business leaders across the globe viewed their work as a sacred calling in a religious sense? Might not the world be a far better place? This paper is an effort to stimulate debate and discussion on this topic. Concepts addressed include: (a) ethics in business, (b) ethical standards in business settings, (c) the role of law, (d) levels of corporate responsibility, (e) the role of religion in business ethics, (f) the idea of business as a calling in a religious sense, (g) the elements of modern corporate culture, (h) creating an ethical corporate culture, (i) demonstrating corporate social responsibility, and (j) providing servant leadership. The introduction to the paper shows how these concepts interrelate; its conclusion offers a challenge to business leaders to answer their call to business in the truest sense.     

Developing a Leadership-Rich Culture: The Missing Link to Creating a Market-Focused Organization

Much has been written about the need for organizations to be more market-focused. Authors have addressed a myriad of constructs which promote the realization of the marketing concept. This article examines leadership and its development in the context of creating a market-focused organization. It links the areas of leadership development, leadership skills, and internal customer culture to the strategy development process. The emphasis in a leadership-rich culture is on the relationships between leaders, followers, and customers. This idea parallels existing thought in the relationship marketing literature touting the benefits of relationships in buyer-seller partnerships and network structures. In addition, this article offers a leadership deployment process to create a market-focused organization from top to bottom.     

The erosion of repeat-purchase loyalty

A large-scale longitudinal analysis is used to study the repeat-purchase rates of brand buyers in stationary markets. The data cover the leading brands in a number of frequently purchased grocery categories in three countries. We find that, in the medium term, there is a systematic but limited loss of repeat-purchase loyalty; across nine markets, erosion (the proportionate fall in repeat-purchase loyalty) averages 15 percent in the first year for the brands studied. Erosion does not differ by weight of purchase: similar rates are found for light, medium, and heavy buyer-segments. Brand leaders are found to have a lower erosion than smaller brands.     

认清形势，突出重点，切实加强四川高校领导班子思想政治建设

在实施科教兴国和人才强国战略的历史背号下，在全国高等教育进行管理体制和结构布局战略性大调整的重要时期，我省高等教育实现了连续多年的超常规、跨越式发展。但与此同时，我省高校领导班子和领导干部的整体理论素质，尤其是思想政治素质有待进一步提高；高校领导班子驾驭全局。科学决策和解决重大问题的能力尚需进一步培养；高校领导班子民主集中制和党委领导下的校长负责制需进一步完善；高校领导班子的党风廉政建设需进一步加强。对此。我们认为，必须深刻认识高等教育的发展趋势和面临的巨大挑战，以提高领导现代大学的能力为重点，切实加强我省高校领导班子思想政治建设。进一步推动我省高等教育事业全面、协调、可持续地向前发展。     

The Relationship of Leadership Style and CEO Values to Ethical Practices in Organizations

This study analyzes the relationship between CEO values, leadership style and ethical practices in organizations. The ethical practices of formal statement of ethics and diversity training are included in the study, as well as four categories of values based on Rokeach's (1973) typology including personal, social, competency-based and morality-based. Results indicate that all four types of values are positively and significantly related to transformational leadership, with transactional leadership positively related to morality-based and personal values, and laissez-faire leadership negatively related to competency-based values. When size of company and values are controlled, transformational leadership explains a significant amount of change in formal statement of ethics, and transactional leadership explains a significant amount of change in diversity training.     

Lead users and the adoption and diffusion of new products: Insights from two extreme sports communities

Lead users are proposed as a valuable resource for marketers in terms of the (1) development, (2) adoption, and (3) diffusion of new products. We present the first consumer study to provide evidence that the latter two suggestions are justified. First, we find that lead users demonstrate stronger domain-specific innovativeness than more “ordinary” users. Second, lead users perceive new technologies as less “complex” and might therefore be better prepared to adopt them. Third, we find that lead users demonstrate stronger opinion leadership and weaker opinion seeking tendencies. Finally, we discuss the implications of our findings for the marketing of new products.     

对影响我国大学生创业倾向的因素分析

大学生自主创业在20世纪末的世界各国已经成为一种趋势。近年来,在我国由于社会竞争的日益加剧和就业形势的日益严峻,尤其是20世纪90年代大学扩招的规模日益加大,创业正在成为越来越多的大学生在被动就业之外的另一项重要选择。大学生的创业倾向越来越明显,这说明中市场经济发展的日益成熟和大学生就业理念的转变。立足于对培养大学生创业倾向的建立以及对其影响因素的分析,探讨了大学生个体因素及家庭、学校、政府等各种不同的外部环境对当代大学生创业倾向的影响,力求通过对其提出合理化建议,以培养和促进大学生创业倾向的建立和不断发展。     

Does servant leadership foster creativity and innovation? A multi-level mediation study of identification and prototypicality

The purpose of this multi-level study is to examine how servant leadership affects both employee creativity and team innovation. Drawing from social identity, in particular, relational identification theory, we found on the basis of a two-nation Asian sample of 154 teams that servant leadership promotes individual relational identification and collective prototypicality with the leader which, in turn, fosters employee creativity and team innovation. In addition, our study suggests that the mediated effect of leader identification is strongest when team climate for innovation is high.