What Ethical Leadership Means to Me: Asian,American, and European Perspectives |
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Authors: | Resick Christian J Martin Gillian S Keating Mary A Dickson Marcus W Kwan Ho Kwong Peng Chunyan |
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Institution: | 1.LeBow College of Business, Drexel University, Philadelphia, PA, U.S.A. ;2.Department of Germanic Studies, Trinity College, Dublin, Ireland ;3.School of Business Studies, Trinity College, Dublin, Ireland ;4.Department of Psychology, Wayne State University, Detroit, MI, U.S.A. ;5.Eli Broad College of Business, Michigan State University, East Lansing, MI, U.S.A. ; |
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Abstract: | 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 China (Taiwan), the United States (the U.S.), Ireland, and Germany attribute to
ethical and unethical leaders. Across societies, six ethical leadership themes and six unethical leadership themes emerged
from a thematic analysis of the open-ended responses. Dominant themes for ethical and unethical leadership for each society
are identified and examined within the context of the core cultural values and practices of that society. Implications for
theory, research, and management practice are discussed. |
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