ABSTRACT Ethical leaders can influence followers’ ethical behaviors by establishing an ethical climate. However, followers’ responses to an ethical climate may also differ according to the amount of attention they devote to moral questions. This study analyzes whether moral attentiveness augments the positive effect of an ethical climate on employees’ ethical behaviors, as well as the indirect effect of ethical leadership on employee ethical behavior through an ethical climate. Data from 270 employees in the Malaysian manufacturing industry indicate that (...) the positive impact of an ethical climate on ethical behavior is greater among employees who exhibit high rather than low moral attentiveness; this moderating role also applies to the relationship between ethical leadership and employee ethical behavior through the ethical climate. This study thus sheds new light on the notable role of moral attentiveness in ensuring that ethical leadership and ethical climate enhance ethical behavior in the workplace. (shrink)

Authoritarian leadership is of great significance to eastern countries, including China. Meanwhile, unethical employee behavior also exists in all types of social organizations. The relationship between authoritarian leadership and unethical employee behavior is worth studying. Senior leaders often do not have a direct influence on employees except for through their immediate supervisors. The leadership style of senior leaders also influences the leadership style of their subordinates. This paper studies how authoritarian manager leadership trickles down to (...) unethical employee behavior through authoritarian supervisor leadership and discusses the moderating effect of leader member exchange and an ethical climate. Through a questionnaire survey of 406 pairs of leaders, supervisors, and employees, the research results of the multilevel model show that authoritarian supervisor leadership is positively related to unethical employee behavior, authoritarian supervisor leadership mediates the relationship between authoritarian manager leadership and unethical employee behavior, LMX positively moderates the relationship between authoritarian manager leadership and authoritarian supervisor leadership and moderates the mediating effect of authoritarian supervisor leadership, and, that an ethical climate negatively moderates the relationship between authoritarian supervisor leadership and unethical employee behavior and moderates the mediating effect of authoritarian supervisor leadership. (shrink)

Over the past two decades, the organizational world has shown a particular interest in ethics. The majority of studies and research on the subject of ethics have been conducted within the framework of organizations, considered as a conventional environment; a few studies have, on the contrary, adopted a research framework in a unconventional context. This is the case with our current research on ethics in the academic and university environment in the context of Moroccan universities. As we shall demonstrate influence (...) of the leader, or leadership can lead an individual to engage in deviant behavior as the ethical climate, which also serve as a reference for the behaviors to be adopted. (shrink)

Background: In accordance with ethical guidelines for nurses, leaders for nurse services in general are responsible for facilitating professional development and ethical reflection and to use ethical guidelines as a management tool. Research describes a gap between employees’ and nurse leaders’ perceptions of priorities. Objective: The purpose of this article is to gain deeper insight into how nurses as leaders in somatic hospitals describe ethical challenges. Design and method: We conducted individual, quality interview with 10 nurse leaders, nine females and (...) one male nurse aged 34–64 years. We used a hermeneutical approach to analyse the data. Ethical considerations: The participants received oral and written information about the study. Participation in the study was voluntary, and the participants were given the opportunity to withdraw. All of them gave written consent. The Norwegian Centre for Research Data approved the research project. In addition, the head of the hospitals gave permission to conduct our study. Findings: Four main areas were identified: deficient ethical language, conflicting demands on nurse leaders regarding staff management, concerns regarding young nurses’ ethical consciousness and restricting factors on the creation of a climate of ethics. The nurse leaders experienced considerable pressure. An unexpected finding was the lack of – and even disregard for – an ethical language. Discussion and conclusion: It is crucial to recognise ethics in all types of nursing approaches and to make it explicit. Ethical language must be implemented in nursing education. It must be recognised and used in clinical practice. Recommendations: We recommend further research be conducted into how nurses understand the concept of ethics and how to incorporate ethical principles into clinical nursing and nurse leadership. (shrink)

Ethical leadership is an important construct in the literature on behavioral ethics in organizations, given its link with employee attitudes and behaviors. What remains unclear, however, is what leader characteristics are associated directly with ethical leader perceptions and indirectly with employee unethical behavior. In this paper, we use a socio-cognitive lens to integrate goal orientation theory with the literature on ethical behavior in organizations. Specifically, we propose that certain patterns of managers’ goal-oriented behavior provide signals and cues to employees (...) about their managers’ ethical leadership, which then relates to employee displays of more unethical behavior. Using a sample of 265 manager–employee dyads, our findings largely support our claims. We found that leader performance-avoid goal orientation was negatively related to perceptions of ethical leadership and positively related to employee unethical behavior. Moderated mediation tests indicated that the positive indirect effect of leader performance-avoid goal orientation on employee unethical behavior through perceptions of ethical leadership was attenuated by higher levels of leader learning goal orientation. Taken together, these findings suggest that when leaders emphasize avoiding failure while downplaying the importance of personal learning and development, employees perceive them as less ethical and are more willing to engage in ethical misconduct. We discuss implications of our findings for both theory and practice. (shrink)

Ringing throughout this volume is a deep commitment to the fundamental values of the academy.

As the world faces rapidly increasing cycles of disruption, challenges, and disorder, mission leaders are stretched to adapt, trying to catch up with the pace of change and provide leadership to further the mission God has given his Church. This paper, presented at the Oxford Centre for Mission Studies Montagu Barker Lecture Series: “Polycentric Theology, Mission, and Mission Leadership,” focuses on ways leadership is changing, suggesting a new theoretical model for mission leadership. It reviews the idea (...) of polycentrism through mission history, mission and church organizations, movement theory, and governance, identifying themes of an emerging theory of polycentric mission leadership. (shrink)

Three forms of leadership are frequently identified as prerequisites to the re-humanization of the healthcare system: ‘authentic leadership’, ‘mindful leadership’ and ‘ethical leadership’. In different ways and to varying extents, these approaches all focus on person- or human-centred caring. In a phenomenological action research project at a Danish hospital, the nurses experienced and then described how developing a conscious sense of wonder enhanced their ability to hear, to get in resonance with the existential in their meetings (...) with patients and relatives, and to respond ethically. This ability was fostered through so-called Wonder Labs in which the notion of ‘phenomenon-led care’ evolved, which called for ‘slow thinking’ and ‘slow wondrous listening’. For the 10 nurses involved, it proved challenging to find the necessary serenity and space for this slow and wonder-based practice. This article critiques and examines, from a theoretical perspective, the kind of leadership that is needed to encourage this wonder-based approach to nursing, and it suggests a new type of leadership that is itself inspired by wonder and is guided by 10 tangible elements. (shrink)

Given present criticisms of contemporary education and leadership practices, this article investigates the ways in which the basic concepts of state freedom and bureaucracy stifle ethics and social justice in educational leadership practices through the philosophical framework of Emmanuel Levinas. By investigating Levinas’ ‘an-archy’, the definition of ethics and justice in school leadership can be reframed towards responsibility to otherness rather than individual freedom. The anarchical ethic of pure responsibility to the Other suggests that educational leaders should (...) prioritize specific acts of responsibility over general actions based on the assumptions of traditional state education. Aspects of transactional, transformational, and social justice leadership are critiqued from this perspective. (shrink)

Fox, Patricia The first time I heard the words 'Never waste a catastrophe!', they were spoken with an Australian accent during a hearing at the United Nations, in New York, May 2013. The topic was 'Sustainability and the Future of the Planet'. The speaker was describing how a recent catastrophic drought in Australia had provided an unexpected opportunity: it had enabled the disastrous state of the entire Murray-Darling River System to begin to be restored to health. He argued that such (...) had been the political stasis on this critical issue that only a mammoth disaster such as this was able to begin the processes necessary to unlock it. (shrink)

This paper is an attempt at reflective self-awareness and hermeneutical analysis of the African Yoruba Political Ideology distilled from plays by Akinwumi Ishola. It is a bid to appraise this Ideology and assess how it aids social consciousness, good governance and political stability. The real value of hermeneutical analysis is to aid clarity of thought that enables a comparison of ideas. This will facilitate the contemporary relevance of the end result and its adoption as a framework of a remedy to (...) leadership malady plaguing Africa. The aim of this paper is to propose a socio-political philosophy that is birthed by the peculiar challenge of the dearth of good leadership in Africa and which attempts to address the leadership and governance crisis as a whole. Realizing that Africa is not a mono-cultural entity, the paper aspires to bring forth ideas that will have universal claim upon all. Our examples and references however are drawn from Yoruba cultural background and the plays to be analysed are Saworo Ide and Agogo Eewo. (shrink)

Drawing on social exchange theory and benevolent leadership literature, we show how the largesse associated with benevolent leadership can cause subordinates to feel obliged to undertake illegitimate tasks assignments that go beyond their job duties. The hypotheses are tested in a scenario experimental study and a multisource, time-lagged field survey. Both studies indicate that benevolent leadership evokes indebtedness in subordinates (called felt obligation), which is then indirectly related to their willingness to undertake illegitimate tasks. The second study (...) shows that subordinates who try to avoid actions that damage relationships (called disintegration avoidance) and those who feel job insecurity are most willing to perform illegitimate assignments. Practical implications for curbing workplace exploitation are discussed. (shrink)

This paper analyzes perceptions of responsible leadership in eight Asia-based firms during the first year of the COVID-19 pandemic. The focal firms were a mixture of multinational corporations (MNCs), large-sized enterprises, and small and medium enterprises (SMEs). In all eight focal firms, we found that the responsible decision-making of leaders during the pandemic was perceived to be guided by five main moral principles. These comprised equity-based justice for employees, meeting employees’ basic needs, ethics of care for employees, concern for (...) non-employee stakeholders, and interactional justice for employees. We developed a conceptual map of how these principles related to aspects of four ethics-oriented leadership theories. Our analysis also identified four types of responsible leadership policies and practices. These comprised prioritizing the health and safety of stakeholders, flexible work arrangements, meeting employees’ and customers’ special needs, and financial and psychological support for employees. (shrink)

In democratic countries such as Turkey, political parties are established around charismatic leaders and these leaders stay at the centre of the party, from naming the party to the arrangement of deputy candidates. National Outlook, a movement which prevailed in Turkish politics for forty years, won its biggest victory and formed a coalition government in 1995 with the True Path Party, under the leadership of Tansu Ciller. Having secularized its legal system in the early years of the Republic, successive (...) regimes in Turkey aggressively westernized all aspects of life. However, during the multiparty period, the style of radical secularism in Turkey was opposed by conservative groups and it has been criticized since then. The relationship between civil society and the military has always been problematic in Turkey, as the Turkish Army has always been suspicious of conservative governments on the issue of secularism. On several occasions the military has intervened in politics in order to prevent Islam from impinging on the Republic’s secular identity, and it expected to continue in its role as the champion of secularism when the Justice and Development Party came to power in November 2002. For the Turkish military, the National Outlook Movement is more dangerous than Kurdish separatist terrorism, being labelled irtica. The paper provides insights into the Turkish political context for the decision and analyses the roles of key actors in Turkish politics, such as Government and Army, during the 28 February 1997 process, their motivations and the policy processes in the country. (shrink)

The paper, written for a research handbook, critically surveys some fundamental philosophical, historical, and doctrinal issues in the crime of aggression. The two introductory sections set the theoretical issues in the context of Russia’s invasion of Ukraine, and explain the origins of criminalizing aggression under the heading of “crimes against peace.” Section 3 explores an ambiguity between aggression as first use of force and aggression as unprovoked use of force, while section 4 discusses the doctrinal distinction between acts of aggression (...) and wars of aggression. Sections 5 and 6 turn to the theory of aggression. Section 5 examines modern versus early modern just war theorists’ views of just cause. Section 6 explores various theories of what exactly makes aggressive war so evil that it belongs in the pantheon of core crimes, side by side with genocide, crimes against humanity, and other war crimes. The basic question is whether aggression is fundamentally a crime against states, a crime against human rights, or a crime against peace itself. I reject the first, statist, version, and endorse the human rights version. I examine three versions of the view that aggressive war is fundamentally about its human costs: that aggressive wars lead to atrocities (Trainin); that aggressive wars lead more generally to unjustified killings (Dannenbaum); and that aggressive wars lead to both unjustified killings by the aggressor, and to unnecessary killings that include the justified killings of aggressors’ troops by defenders (Mégret). As for crimes against peace, I argue that this theory of aggression’s evils comes in two “flavors,” one of which has justly been criticized by postcolonial writers, and one of which I think is legitimate. The former originates in Judge Pal’s famous dissenting opinion in the IMTFE, and argues that criminalizing aggression is a move by colonial powers to freeze the oppressive status quo. The more legitimate version is that in an age of catastrophically destructive weapons, the risks of escalation in armed conflict –the threat that conflicts will spiral into world wars–are simply too great in human terms. Thus, the legitimate version of “crimes against peace” is part and parcel of the human rights analysis. The final sections break new ground. Section 7 considers whether aggression is solely a leadership crime. Everyone agrees that it would be wrong to punish ordinary soldiers for the crime of aggression launched by their leaders. The questions is why, and it is not easy to answer. Examining it brings us to a contemporary dispute over which leaders can be prosecuted: only those who control or direct the aggressive policies (as per the ICC’s Rome Statute), or others as well, who “shape or influence” the policy without necessarily directing it (as the customary rule used to be formulated). I argue against any narrowing of the leadership clause. Section 8 explores the “paradox of immunity”: Under the legal principle of sovereign immunity, apex leaders are immune from prosecution in the courts of another state. But under the narrow leadership clause, only apex leaders can be prosecuted. Here I argue for a surprising conclusion: that in fact there never was a customary rule of immunity for the crime of aggression. If so, the paradox of immunity disappears. This resolution also helps cut the Gordian knot of a current debate about whether a relatively small subset of states (the EU, perhaps) can form an aggression tribunal and call it “international.”. (shrink)

Lucas, Brian Review of: Maintaining a convinced and pondered trust: The 2015 Gasson lectures, by Frank Brennan, Adelaide: ATF Theology, 2015, pp. xvii + 131, paperback, $24.95; The people's quest for leadership in church and state, by Frank Brennan, Adelaide: ATF Theology, 2015, pp. xvii + 88, paperback, $24.95.

This book goes inside the hearts and minds of two principals, thus peeling back the layers of organizational culture that are rarely seen. Readers are offered practical, authentic solutions from a servant leadership model on how to transform a school.

The emergence of innovative neuroimaging technologies, particularly highly portable magnetic resonance imaging (pMRI), has the potential to spawn a transformative era in neuroscience research. Resourced academic institutional review boards (IRBs) with experience overseeing traditional MRI have a special role to play in ethical governance of pMRI research and should facilitate the collaborative development of nuanced and culturally sensitive guidelines and educational resources for pMRI protocols. This paper explores the ethical challenges of pMRI in neuroscience research and the dynamic leadership (...) role that IRBs should play to promote ethical oversight of emerging pMRI research. (shrink)

This book offers a biblically-based and research-centered exploration of the unique and important role of women in leadership across multiple domains. Divided into two sections, the chapters begin by examining biblical examples of women in leadership, such as Esther and the woman of Proverbs 31, and passages focused on women, such as 1 Timothy 2 and Romans 16, before presenting contemporary perspectives with discussions on topics such as submission, DEI, and work-life balance. Taking a neutral position not siding (...) with feminist or patriarchal extremes, this book will contribute to debates on leadership and gender in the fields of organizational behaviour, HRM, I/O psychology, and gender studies. (shrink)

In an increasingly competitive and performance-oriented society, workaholic leadership is becoming increasingly common and is even embraced and supported by many organizations. However, previous studies have not paid sufficient attention to the impact of workaholic leadership on employee psychology and behavior. This study, based on the conservation of resources theory, explores the effect of workaholic leadership on employee self-presentation. Through an empirical analysis of 256 employees’ questionnaires, we found a significant positive impact between workaholic leaders and employee (...) self-presentation. This process was achieved through the partly mediating mechanisms of employee workplace anxiety. Concurrently, segmentation supplies negatively moderated the relationship between workplace anxiety and self-presentation and the overall mediating mechanism. These findings provide important insights into the underlying mechanisms of workaholic leadership and employee behavior, which can be utilized to improve employee wellbeing and provide positive organizational outcomes. (shrink)

Little is known about whether followers who perceive ethical leadership are more easily moved to act compassionately with peers. This study hypothesizes four compassionate feelings as mediators of the relationship between ethical leadership and interpersonal citizenship behavior directed at peers: empathic concern or an other-oriented emotional response elicited by and congruent with the perceived welfare of a peer in need; mindfulness, a state of consciousness in which attention is focused on present-moment phenomena; kindness, understanding the pain or suffering (...) of peers; and common humanity, viewing peers’ experiences as part of the larger human experience. Data were obtained from 300 followers working in three-member groups with a common leader in each of 100 investment banks in the city of London. Results indicated that: ethical leadership was significantly and positively linked to compassion and peer-focused citizenship and common humanity is the only compassionate feeling that mediates the link between ethical leadership and peer-focused citizenship. Findings suggest that supervisors who act morally more easily move their followers to become sensitized to peers’ setbacks and misfortunes and take action in the form of interpersonal OCBs to lessen or relieve their suffering. (shrink)

We understand responsible leadership as a social-relational and ethical phenomenon, which occurs in social processes of interaction. While the prevailing leadership literature has for the most part focussed on the relationship between leaders and followers in the organization and defined followers as subordinates, we show in this article that leadership takes place in interaction with a multitude of followers as stakeholders inside and outside the corporation. Using an ethical lens, we discuss leadership responsibilities in a stakeholder (...) society, thereby following Bass and Steidelmeier’s suggestion to discuss “leadership in the context of contemporary stakeholder theory” (1999: 200). Moreover, from a relational and stakeholder perspective we approach the questions: What is responsible leadership? What makes a responsible leader? What qualities are needed? Finally, we propose a so-called “roles model” of responsible leadership, which gives a gestalt to a responsible leader and describes the different roles he or she takes in leading stakeholders and business in society. (shrink)

The role of responsible leadership—for each leader and as part of a leader’s collective actions—is essential to global competitive success (Doh and Stumpf, Handbook on responsible leadership and governance in global business, 2005 ; Maak and Pless, Responsible leadership, 2006a . Failures in leadership have stimulated interest in understanding “responsible leadership” by researchers and practitioners. Research on responsible leadership draws on stakeholder theory, with employees viewed as a primary stakeholder for the responsible organization (Donaldson (...) and Preston, Acad Manag Rev 20(1):65–91, 1995 ; Freeman, Strategic management: a stakeholder approach, 1984 ; Mitchell et al., Acad Manag Rev 22:853–886, 1997 ; Phillips and Freeman, Stakeholder theory and organizational ethics, 2003 . We define and operationalize responsible leadership from the perspective of employees and their views of the actions of their leaders. Drawing on a comprehensive survey of 28 Indian and global organizations operating in India, we report the results from 4,352 employees on the relationship between responsible leadership, their pride in and satisfaction with their organization, and retention 1 year later. Strong associations were found among these variables suggesting that responsible leadership—employee perceptions of the support they receive from managers, the HR practices, and corporate socially responsible actions—may be an overarching construct that connects them to the organization. (shrink)

Strategic leadership and corporate sustainability have recently come together in conspicuously explicit fashion through the emergence of top management team 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. (shrink)

The objective of this paper is to explore how the various stages of consciousness development of top managers can influence, in practical terms, their abilities in and commitment to environmental leadership in different types of SMEs. A case study based on 63 interviews carried out in 15 industrial SMEs showed that the organizations that displayed the most environmental management practices were mostly run by managers at a post-conventional stage of consciousness development. Conversely, the SMEs that displayed less sustainable environmental (...) management practices were all run by managers at conventional stages of development. Drawing upon diverse examples of environmental leadership, this paper analyzes the reasons why the stages of post-conventional consciousness development of top managers seem to foster corporate greening in SMEs. The study also sheds light on the key values and abilities associated with both environmental leadership and the upper-stages of consciousness development, which include a broader and systemic perspective, long-range focus, integration of conflicting goals, collaboration with stakeholders, complexity management, collaborative learning, among others. (shrink)

Ethical leadership is the best response in the crisis state of postmodern man. Ethical leadership is a construct that leads to personal transfiguration, organizational effectiveness, improved interpersonal communication, and the achievement of a joint platform for professional action. Its development has also a beneficial effect as it brings ethics back to the core of public action, to the front line of organizational life and personal development. Whether it follows a religious model or a model resulting from laicized religious (...) values, leadership construing is based on a personal development process that follows an initiating structure in the world of values and their practice in personal ethical action. This is doubled by an ethics institutionalization process in which the organization itself becomes a structure of ethical and effective communication both inside and outside. An authentic leadership supposes positing the leader in the center of an ethical edifice in which achieving public good is done through instruments of personal development, ethics management and managerial ethics, ethical responsibility and sustainability, human condition improvement, spiritual transfiguration and authenticity. Added to this is the leader’s personal effort of involvement in the organization. Ethical leadership relies on a person’s vocation of developing an ethical culture in professional situations and in all life experiences. (shrink)

Recently, the increasing interest in responsible leadership (RL) has produced a research field rich in theoretical and conceptual potential, with diverse research foci, theoretical foundations, and methodological approaches. While these developments have demarcated the field from other leadership-oriented disciplines, they have equally courted fragmentation and ambiguity in terms of the field’s positioning within the greater body of leadership studies. To map the theoretical, methodological, and empirical state of the art of the RL field, we outline recent developments (...) and delineate important research gaps and directions for future theory development and empirical research. We emphasize the transition of RL research from micro-level perspectives with normative roots to research spanning multiple levels of analysis, vis-à-vis both antecedents and outcomes. We discuss the implications of our mapping, highlighting the necessity of not only conceptualizing RL across multiple levels of analysis, but also to actively focus on interactions among RL antecedents and outcomes across these levels. Through these, we aim to contribute to the field by strengthening its conceptual foundations and anchoring it more clearly within leadership studies overall. (shrink)

The interest in ethical leadership has grown in the past few years, with an emphasis on the mechanisms through which it affects organizational life. However, research on the boundary conditions that limit and/or enhance its effectiveness is still scarce, especially concerning one of the main misconceptions about ethical leadership, its incompatibility with effectiveness . Thus, the present study examines the relationship between ethical leadership and organizational deviance via affective commitment to the organization, as a reflection of the (...) quality of the employee–organization relationship and proposes this relationship is conditional on the supervisor’s personal reputation for performance . Using a sample of 224 employees and their respective supervisors from 18 organizations, we confirmed our hypotheses . Our findings suggest that ethical leadership is positively related to employees’ affective commitment to the organization, particularly when supervisor’s reputation for performance is high, which in turn is associated with decreased organizational deviance. The theoretical and practical implications of these findings conclude the paper. (shrink)

The literatures on both authentic leadership and behavioral integrity have argued that leader integrity drives follower performance. Yet, despite overlap in conceptualization and mechanisms, no research has investigated how authentic leadership and behavioral integrity relate to one another in driving follower performance. In this study, we propose and test the notion that authentic leadership behavior is an antecedent to perceptions of leader behavioral integrity, which in turn affects follower affective organizational commitment and follower work role performance. Analysis (...) of a survey of 49 teams in the service industry supports the proposition that authentic leadership is related to follower affective organizational commitment, fully mediated through leader behavioral integrity. Next, we found that authentic leadership and leader behavioral integrity are related to follower work role performance, fully mediated through follower affective organizational commitment. These relationships hold when controlling for ethical organizational culture. (shrink)

I argue in this article that responsible leadership (Maak and Pless, 2006) contributes to building social capital and ultimately to both a sustainable business and the common good. I show, first, that responsible leadership in a global stakeholder society is a relational and inherently moral phenomenon that cannot be captured in traditional dyadic leader–follower relationships (e.g., to subordinates) or by simply focusing on questions of leadership effectiveness. Business leaders have to deal with moral complexity resulting from a (...) multitude of stakeholder claims and have to build enduring and mutually beneficial relationships with all relevant stakeholders. I contend, second, that in doing so leaders bundle the energy of␣different constituencies and enable social capital building. Social capital can be understood as actual or potential resources inherent to more or less institutionalized relationships of mutual recognition (Bourdieu 1980). By drawing on network analysis I suggest, third, that responsible leaders weave durable relational structures and ultimately networks of relationships which are rich in ties to otherwise unconnected individuals or groups. Against this background I argue, fourth, that responsible leadership may result in the creation of value networks (Lord and Brown, 2001) of multiple stakeholders, which enhance social capital and thereby contribute to both a sustainable business and the common good. (shrink)

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. (shrink)

This paper examines the professions as examples of “moral community” and explores how professional leaders possessed of moral intelligence can make a contribution to enhance the ethical fabric of their communities. The paper offers a model of ethical leadership in the professional business sector that will improve our understanding of how ethical behavior in the professions confers legitimacy and sustainability necessary to achieving the professions’ goals, and how a leadership approach to ethics can serve as an effective tool (...) for the dissemination of moral values in the organization. (shrink)