Results for 'Moral leadership'

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  1. Does Moral Leadership Enhance Employee Creativity? Employee Identification with Leader and Leader–Member Exchange in the Chinese Context.Qinxuan Gu, Thomas Li-Ping Tang & Wan Jiang - 2015 - Journal of Business Ethics 126 (3):513-529.
    In this article, drawing from a relational perspective, we explore the relationship between moral leadership and employee creativity, treat employee identification with leader and leader–member exchange as two mediators, and develop a new theoretical model of employee creativity. Our data collected from 160 supervisor–subordinate dyads in the People’s Republic of China demonstrate that moral leadership is positively related to both employee identification with leader and LMX. Further, employee identification with leader partially mediates the relationship between (...) leadership and LMX. In particular, employee identification with leader greatly enhances LMX which leads to high creativity. Overall, the relationship between moral leadership and employee creativity is mediated by not only employee identification with leader but also LMX. Our findings offer a new theoretical framework for future theory development and testing on creativity as well as practical implications for researchers and managers in business ethics. (shrink)
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  2.  53
    Morality, Leadership, and Public Policy: On Experimentalism in Ethics.Eric Thomas Weber - 2010 - Bloomsbury Academic.
    In Morality, Leadership, and Public Policy, Eric Weber argues for an experimentalist approach to moral theory in addressing practical problems in public policy. The experimentalist approach begins moral inquiry by examining public problems and then makes use of the tools of philosophy and intelligent inquiry to alleviate them. -/- Part I surveys the uses of practical philosophy and answers criticisms - including religious challenges - of the approach, presenting a number of areas in which philosophers' intellectual efforts (...)
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  3.  9
    Moral Leadership: Ethics and the College Presidency.Paul J. Olscamp - 2003 - Rowman & Littlefield Publishers.
    In Moral Leadership>, Paul J. Olscamp shows how college presidents and trustees can use basic ethical principles to help make moral decisions. Olscamp describes the nature of the college presidency and provides a summary view of western ethical theory, outlining a series of principles relating to morality and obligation.
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  4.  51
    Moral leadership in medicine: building ethical healthcare organizations.Suzanne Shale - 2011 - New York: Cambridge University Press.
    What are the moral challenges that confront doctors as they manage healthcare institutions? How do we build trust in medical organisations? How do we conceptualize moral action? Based on accounts given by senior doctors from organisations throughout the UK, this book discusses the issues medical leaders find most troubling and identifies the moral tensions they face. Moral Leadership in Medicine examines in detail how doctors protect patients' interests, implement morally controversial change, manage colleagues in difficulty (...)
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  5.  29
    Moral Leadership and Climate Change Policy: The Role of the World Conservation Union.Prue Taylor, Don Brown & Peter Burdon - 2020 - Ethics, Policy and Environment 23 (1):1-21.
    The importance and urgency of using ethical principles in the creation and content of climate change policy is well recognised. This article closely examines the World Conservation Union’s (IUCN) engagement in ethical elements of international climate policy for abatement. The primary finding is the use of narrow framing around ‘nature based solutions’. The IUCNs’ own policy references to ethical principles such as fairness and justice are not adequately applied to the content of policy or to its critique. Recommendations are made (...)
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  6.  22
    Moral Leadership and Unethical Pro-organizational Behavior: A Moderated Mediation Model.Yujuan Wang & Hai Li - 2019 - Frontiers in Psychology 10.
    In this paper, we aim to examine the indirect effects of moral leadership on unethical pro-organizational behavior (UPB). Drawing on Social Identity Theory, identification with supervisors (social identity) and taking responsibility (personal identity) were hypothesized as mediators linking moral leadership and UPB. In addition, we aim to investigate the moderating role of moral courage in the relationship between moral leadership and UPB. We conducted two studies with two distinct samples: one on a sample (...)
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  7.  95
    Reimagining Moral Leadership in Business.David H. Fisher & Sarah B. Fowler - 1995 - Business Ethics Quarterly 5 (1):29-42.
    In this paper we explore challenges facing leadership in a culture of “all consuming images” from a perspective which claims that images have a moral or normative dimension. The cumulative effect of contemporary image saturation is increased resistance to the normative power of an image. We also suggest that in a culturally diverse global economy, it is necessary to expand the moral aspects of good business leadership beyond providing a basis for productive, coherent group identity within (...)
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  8.  49
    Moral leadership in society: Some parallels between the confucian "noble man" and the jewish "zaddik".Rene Goldman - 1995 - Philosophy East and West 45 (3):329-365.
    Beyond the empressionistic similarities Chinese and Jews sometimes detect in each other, a study of the scriptural texts of the two traditions reveals surprising parallels. Eleven such parallels in ideas and values are examined and it is suggested that the comparative study of cultural traditions developed independently of each other is a worthwhile undertaking. This serves to apprehend that which is genuinely universal beyond the diversity of expression.
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  9. Moral leadership: Promoting high achievement among minority students in science.F. Hrabowski - 2006 - In David G. Brown, University presidents as moral leaders. Westport, Conn.: Praeger Publishers. pp. 135--142.
     
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  10.  25
    Determining moral leadership as argued from an evolutionary point of view – With reference to gender, race, poverty and sexual orientation.Chris Jones - 2019 - HTS Theological Studies 75 (4):7.
    This essay focuses on determining moral leadership, as theoretically debated from an evolutionary point of view in an attempt to reflect on how this kind of moral leadership can contribute, among others, in dealing with issues such as gender, race, poverty and sexual orientation. Although important, not one of the latter issues will be discussed. It is not the primary focus of the essay. But because we are aware of the extent of the challenges regarding these (...)
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  11. Moral leadership: A short primer on competing perspectives.Russell Cropanzano & Fred O. Walumbwa - 2010 - In Marshall Schminke, Managerial Ethics: Managing the Psychology of Morality. Routledge. pp. 21--52.
     
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  12.  41
    Moral Leadership in Business.Paul de Vries - 1986 - Business and Professional Ethics Journal 5 (3-4):98-110.
  13.  20
    Moral leadership during the pandemic.Christopher Ryan Maboloc - 2020 - Eubios Journal of Asian and International Bioethics 30 (6):284-287.
    The Covid-19 Pandemic manifests the important role of moral leadership in managing a crisis. In the light of the big disruptions to both public life and private enterprise, the need for an ethics of virtue becomes apparent. Most governments usually look into the consequences to the economy but disregard the meaningful role of moral character in making sound judgment. This article is an attempt to look into local experiences and values in contrast to institutional approaches in the (...)
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  14.  27
    Moral Leadership in Business.Paul F. Camenisch - 1986 - Business and Professional Ethics Journal 5 (3-4):98-110.
  15.  34
    Managerial ethical leadership, ethical climate and employee ethical behavior: does moral attentiveness matter?Fadi Abdel Muniem Abdel Fattah, Rafael Morales-Sánchez, Pablo Ruiz-Palomino & Hussam Al Halbusi - 2021 - Ethics and Behavior 31 (8):604-627.
    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 (...)
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  16. Moral Leadership for a Divided Age: Fourteen People Who Dared to Change Our Worldx.[author unknown] - 2018
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  17. Personalism and moral leadership: The servant leader with a transforming vision.J. Thomas Whetstone - 2002 - Business Ethics, the Environment and Responsibility 11 (4):385–392.
    After briefly describing the philosophy of personalism this article assesses each of three normative leadership paradigms in terms of five major themes of this phenomenological philosophy. Servant leadership appears to be closest to personalism. The critical ingredient for servant leadership is also personalism’s starting point, i.e. the dignity of each human person. A genuine servant leader works with his followers in building a community of participation and solidarity. However, some claim that servant leaders are subject to manipulation (...)
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  18.  21
    Moral Leadership in Business.Lisa Newton - 1986 - Business and Professional Ethics Journal 5 (3-4):74-90.
  19. Moral leadership: An overview. [REVIEW]Al Gini - 1997 - Journal of Business Ethics 16 (3):323-330.
    This paper develops and examines the distinctions between the process of leadership, the person of the leader, and the job of leading. I argue that leadership is a delicate combination of the process, the techniques of leadership, the person, the specific talents and traits of a/the leader, and the general requirements of the job itself. The concept of leadership can and must be distinguishable and definable separately from our understanding of what and who leaders are, although (...)
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  20.  14
    Business ethics and the spirit of global capitalism: Moral leadership in the context of global Hegemony1.Dr Ivan Manokha - 2006 - Journal of Global Ethics 2 (1):27-41.
    This article carries out a critical analysis of the discourse/practice of Business Ethics that has developed to an unprecedented extent in the last decade or so. It argues that in the late-modern global political economy (GPE) there develops a form of a Gramscian hegemony of transnational capital and the discourse/practice of Business Ethics can be seen as a form of moral leadership in the context of the emerging hegemonic order.
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  21.  43
    Business ethics and the spirit of global capitalism: Moral leadership in the context of global hegemony.Ivan Manokha - 2006 - Journal of Global Ethics 2 (1):27 – 41.
    This article carries out a critical analysis of the discourse/practice of Business Ethics that has developed to an unprecedented extent in the last decade or so. It argues that in the late-modern global political economy (GPE) there develops a form of a Gramscian hegemony of transnational capital and the discourse/practice of Business Ethics can be seen as a form of moral leadership in the context of the emerging hegemonic order.
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  22.  28
    Perceived Coach Leadership Profiles and Relationship With Burnout, Coping, and Emotions.Higinio González-García, Guillaume Martinent & Alfonso Trinidad Morales - 2019 - Frontiers in Psychology 10:471260.
    The aims of the study were to identify coach profiles and examine whether participants from distinct profiles significantly differed on burnout, emotions and coping. A sample of 268 athletes (Mage = 29.34; SD = 12.37), completed a series of self-reported questionnaires. Cluster analyses revealed two coach leadership profiles: (a) profile 1 with high scores of training and instruction, authoritarian behavior, social support and positive feedback, and a low score of democratic behavior; and (b) profile 2 with low levels in (...)
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  23.  14
    Sensual Austerity and Moral Leadership: Cross-Cultural Perspectives From Plato, Confucius, and Gandhi on Building a Peaceful Society.Debidatta Aurobinda Mahapatra & Richard Grego - 2021 - Springer Verlag.
    This book examines the link between sensual austerity and moral leadership—a topic largely neglected in contemporary academic scholarship and public policy—by exploring the comparative cross-cultural perspectives of Plato, Confucius, and Gandhi, on this theme. Despite the diverse cultural contexts that gave rise to their respective philosophical perspectives, they shared similar views on what might constitute a universal and perennial basis for individual moral development in any harmonious political order. They all agreed that sensual austerity is necessary for (...)
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  24. Moral Leadership in a Postmodern Age, by Robin Gill. Edinburgh: T&T Clark, 1997. 174 pp. pb. £12.95. ISBN 0-567-08550-3. [REVIEW]David Fergusson - 1999 - Studies in Christian Ethics 12 (1):139-140.
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  25.  13
    Book review: Moral leadership[REVIEW]Jeffrey R. Docking - 2004 - Journal of Value Inquiry 38 (1):109-113.
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  26.  9
    Educational leadership and moral literacy: the dispositional aims of moral leaders.Patrick M. Jenlink (ed.) - 2014 - Lanham: Rowman & Littlefield.
    Educational Leadership and Moral Literacy situates the reader in a conversation that examines the meaning and nature of moral leadership through the lens of moral literacy and the dispositional aims of moral leadership in educational settings.
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  27.  30
    Post COVID-19 workplace ostracism and counterproductive behaviors: Moral leadership.Nadia Hassan Ali Awad & Boshra Karem Mohamed El Sayed - 2023 - Nursing Ethics 30 (7-8):990-1002.
    Background The wide proliferation of Covid-19 has impacted billions of people all over the world. This catastrophic pandemic outbreak and ostracism at work have posed challenges for all healthcare professionals, especially for nurses, and have led to a significant increase in the workload, several physical and mental problems, and a change in behavior that is more negative and counterproductive. Therefore, leadership behaviors that are moral in nature serve as a trigger and lessen the adverse workplace effects on nurses’ (...)
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  28.  6
    Mencius s Moral Leadership and Desirable Leader. 민황기 - 2020 - Journal of the Daedong Philosophical Association 93:131-160.
    이 논문은 맹자의 도덕적 리더쉽과 바람직한 리더에 대하여 연구한 것이다. 맹자의 성선설은 맹자 학설의 근간이 된다. 맹자에 의하면 인성은 인간만이 가지고 있 는 인간을 인간답게 하는 가능근거로서의 도덕적 보편성이며, 그것은 인 의 예 지의 사덕을 구유하므로 지선한 것이다. 이 사덕은 측은 수오 사양 시비의 사단지심(四端之 心)으로 발현된다. 따라서 인간의 진정한 리더쉽은 인성에 기초하여 있는 것이며, 인간이 면 누구나 리더가 될 수 있는 가능근거라 할 수 있다. 맹자의 리더쉽은 인간의 주체적 도덕성을 바탕으로 하는 것이고, 이로부터 우러나온 것 이야말로 참다운 리더쉽이라 할 (...)
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  29.  19
    Leadership and Moral Imagination: Beyond the Decision-making Context.Alan Preti - 2014 - Rivista Internazionale di Filosofia e Psicologia 5 (3):343-353.
    Moral imagination is often viewed as a necessary condition for ethical leadership on account of its role in managerial decision-making and organizational management. This article argues that an extension of the notion beyond this limited context sheds light on recent reconceptualizations of the nature of business and the relation of business and society proffered by several well-known business leaders. It is suggested that an account of moral imagination which takes into consideration its contribution to the development of (...)
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  30.  30
    Comments on “Moral Leadership in Business - The Role of Structure”.Robert F. Ladenson - 1986 - Business and Professional Ethics Journal 5 (3-4):91-97.
  31.  3
    Have You Got Good Religion? Black Women’s Faith, Courage, and Moral Leadership in the Civil Rights Movement, by AnneMarie Mingo.Janna L. Hunter-Bowman - 2024 - Journal of the Society of Christian Ethics 44 (2):407-408.
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  32. The Cost of Moral Leadership: The Spirituality of Dietrich Bonhoeffer.Geffrey B. Kelly & F. Burton Nelson - 2003
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  33.  2
    Religious-social leadership values and principals’ morality in Christian school.Paul Arjanto, Andi Wahed, Hasmaa N. Jaya, Apriani Safitri, Lutfi Ariefianto & Rody P. Sartika - 2023 - HTS Theological Studies 80 (1):7.
    Leaders’ morality in the context of principals in Christian school is of great significance in the education environment. However, there are gaps between religious insights, western education and principal’s leadership in Christian schools in Indonesia. Anthropological, social, cultural and other differences can pose hindrances to the effective implementation of external ideas. Therefore, this research emphasises the importance of embracing moral religious leadership values from local cultural heritage that are appropriate to the Indonesian context. Tonaas and Walian (...) in Minahasa are promising alternatives that can contribute to the discourse on principals’ morality in Christian school. This research adopts a descriptive qualitative methodology, critical analysis and argumentation to explore the intersection of moral leadership, local cultural heritage and educational leadership in Christian schools in Indonesia. As a result, the morality values of Tonaas and Walian religious leaders in Minahasa demonstrate the significance of responsibility towards the Christian school environment.Contribution: The results of this study contribute to the conversation about morality among leaders in the Christian school environment. Specifically, the religious leadership of Tonaas and Walian in Minahasa provides valuable local insights that are relevant to the context of education and principals in Indonesia. (shrink)
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  34.  18
    (1 other version)Book Review: Lives of moral leadership, third edition. [REVIEW]Wanda K. Mohr - 2002 - Nursing Ethics 9 (2):231-232.
  35.  94
    Ethical Leadership for the Professions: Fostering a Moral Community.Linda M. Sama & Victoria Shoaf - 2008 - Journal of Business Ethics 78 (1-2):39-46.
    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 (...)
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  36.  69
    Ethical Leadership and Followers’ Moral Judgment: The Role of Followers’ Perceived Accountability and Self-leadership.Robert Steinbauer, Robert W. Renn, Robert R. Taylor & Phil K. Njoroge - 2014 - Journal of Business Ethics 120 (3):381-392.
    A two stage model was developed and tested to explain how ethical leadership relates to followers’ ethical judgment in an organizational context. Drawing on social learning theory, ethical leadership was hypothesized to promote followers’ self-leadership focused on ethics. It was found that followers’ perceived accountability fully accounts for this relationship. In stage two, the relationship between self-leadership focused on ethics and moral judgment in a dual decision-making system was described and tested. Self-leadership focused on (...)
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  37.  68
    Internalized Moral Identity in Ethical Leadership.Rebekka Skubinn & Lisa Herzog - 2016 - Journal of Business Ethics 133 (2):249-260.
    The relevance of leader ethicality has moti- vated 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 (...)
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  38.  69
    Ethical Leadership Evaluations After Moral Transgression: Social Distance Makes the Difference. [REVIEW]Andranik Tumasjan, Maria Strobel & Isabell Welpe - 2011 - Journal of Business Ethics 99 (4):609 - 622.
    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 (...)
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  39.  89
    Relational Leadership for Sustainability: Building an Ethical Framework from the Moral Theory of ‘Ethics of Care’.Elizabeth Kurucz & Jessica Nicholson - 2019 - Journal of Business Ethics 156 (1):25-43.
    The practice of relational leadership is essential for dealing with the increasingly urgent and complex social, economic and environmental issues that characterize sustainability. Despite growing attention to both relational leadership and leadership for sustainability, an ethical understanding of both is limited. This is problematic as both sustainability and relational leadership are rife with moral implications. This paper conceptually explores how the moral theory of ‘ethics of care’ can help to illuminate the ethical dimensions of (...)
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  40. The Impact of Ethical Leadership, the Internal Audit Function, and Moral Intensity on a Financial Reporting Decision.Barbara Arel, Cathy A. Beaudoin & Anna M. Cianci - 2012 - Journal of Business Ethics 109 (3):351-366.
    Two elements of corporate governance—the strength of ethical executive leadership and the internal audit function (IAF hereafter)—provide guidance to accounting managers making decisions involving uncertainty. We examine the joint effect of these two factors, manipulated at two levels (strong, weak), in an experiment in which accounting professionals decide whether to book a questionable journal entry (i.e., a journal entry for which a reasonable business case can be made but there is no supporting documentation). We find that ethical leadership (...)
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  41.  8
    A disappointing vote by the Stellenbosch University Senate on Gaza, Palestine: A lost opportunity to show ethical and moral leadership in support of social justice.H. Mahomed & L. Hendricks - forthcoming - South African Journal of Bioethics and Law:e2231.
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  42.  64
    Ethical Leadership and Employee Moral Voice: The Mediating Role of Moral Efficacy and the Moderating Role of Leader–Follower Value Congruence.Dongseop Lee, Yongduk Choi, Subin Youn & Jae Uk Chun - 2017 - Journal of Business Ethics 141 (1):47-57.
    Despite the general expectation that ethical leadership fosters employees’ ethical behaviors, surprisingly little empirical effort has been made to verify this expected effect of ethical leadership. To address this research gap, we examine the role of ethical leadership in relation to a direct ethical outcome of employees: moral voice. Focusing on how and when ethical leadership motivates employees to speak up about ethical issues, we propose that moral efficacy serves as a psychological mechanism underlying (...)
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  43.  49
    The Moral Entrepreneur: A New Component of Ethical Leadership.Muel Kaptein - 2019 - Journal of Business Ethics 156 (4):1135-1150.
    Ethical leadership has become a popular subject of empirical research in recent years. Most studies follow Brown et al.’s definition of ethical leadership, which consists of two components: the moral person and the moral manager. In this paper, I argue for a third relevant component: i.e., the moral entrepreneur who creates a new ethical norm. Viewing moral entrepreneurship as a new component of ethical leadership opens up avenues for studying various antecedents and outcomes (...)
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  44.  81
    Solidarity and subsidiarity: "Organizing principles" for corporate moral leadership in the new global economy. [REVIEW]John E. Kelly - 2004 - Journal of Business Ethics 52 (3):283-295.
    One of the crucial intellectual and social challenges facing corporation leaders is to foster a new way of thinking about business and society which recognizes the multinational corporation as a key player in society's responsibility to support and maintain fairness in the global reorganization of markets. In order to establish a sound global social economy, we are in need of the organizing and directing principles of solidarity and subsidiarity. Both of these principles speak to the need of transforming our public (...)
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  45.  32
    Moral attentiveness as a boundary condition: Servant leadership and the impact of supervisor affiliation on pro‐group unethical behavior.Yang Ouyang, Yuanmei Qu, Hua Hu & Mengxi Yang - 2022 - Business Ethics, the Environment and Responsibility 31 (2):577-588.
    Business Ethics, the Environment & Responsibility, Volume 31, Issue 2, Page 577-588, April 2022.
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  46.  14
    Ethical leadership: progress with a moral compass.Joan Marques - 2017 - New York: Routledge.
    Changing paradigms about moving forward -- The notion of progress in the past -- The notion of progress today -- Self-leadership and progress -- Toward a moral compass -- The right thing in pre-millennial context -- The right thing in current context -- Defining and polishing our moral compass -- Moving forward while doing the right thing -- About choice and reality -- Five moral pitfalls to avoid -- Moral theories : some pros and cons (...)
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  47.  35
    When Moral Personality and Moral Ideology Meet Ethical Leadership: A Three-Way Interaction Model.Pei-Ju Chuang & Su-Fen Chiu - 2018 - Ethics and Behavior 28 (1):45-69.
    We propose a three-way interaction model based on substitutes for leadership theory to explore the relationship among ethical leadership, moral personality, and moral ideology on two types of employee voluntary behaviors. Results from a sample of 218 supervisor–subordinate dyads indicate that moral personality attenuates the relationship between ethical leadership and employee voluntary behaviors. Idealism serves as the boundary condition for the moderating effect of moral personality. However, relativism only serves as the boundary condition (...)
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  48.  37
    Moral Recovery and Ethical Leadership.John G. Cullen - 2020 - Journal of Business Ethics 175 (3):485-497.
    Research on ethical leadership generally falls into two categories: one celebrates individual leaders and their ‘authentic’ personalities and virtuous stewardship of organizations; the other decries toxic leaders or individuals in positions of power who exhibit ‘dark’ personality traits or dubious morals. Somewhere between these extremes, leadership is ‘done’ by imperfect human beings who try to avoid violating their own ethical standards while at the same time navigating the realities of social and organizational life. This paper discusses the concept (...)
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  49. Leadership, Moral Development, and Citizenship Behavior.Jill W. Graham - 1995 - Business Ethics Quarterly 5 (1):43-54.
    Abstract:This paper suggests that different styles of leadership arouse different sorts of normative motivation among followers, and these diverse motivational sources in turn are associated with different forms of participant contribution to organizational success. Three interrelated clusters of leadership styles, normative motivation of followers, and organizational citizenship behavior are described. Leadership that appeals exclusively to followers’ self-interests is associated with preconventional moral development and dependable task performance. Leadership styles focusing on interpersonal relationships and social networks (...)
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  50.  88
    Ethical Leadership with Both “Moral Person” and “Moral Manager” Aspects: Scale Development and Cross-Cultural Validation.Weichun Zhu, Xiaoming Zheng, Hongwei He, Gang Wang & Xi Zhang - 2019 - Journal of Business Ethics 158 (2):547-565.
    The importance of ethical leadership in organizations has been increasingly recognized, especially as a shield against unethical employee behaviors and corporate misconducts. Ethical leadership has been theorized to include two aspects: “moral person” and “moral manager.” This conceptualization resonates well with Chinese teachings of Confucius on leadership and management—namely xiuji and anren. Based on the theoretical framework of ethical leadership, we develop and validate a new ethical leadership measure. Through qualitative studies and five (...)
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