The scope of the issues -- The moral relationship between leaders and followers -- The morality of leaders : motives and deeds -- Puzzles and perils of transformational leadership.

In this paper I argue that a greater understanding of the part of ethics in leadership will improve leadership studies. Debates over thedefinition of leadership are really debates over what researchers think constitutes good leadership. The ultimate question is not “What is leadership?” but “What is good leadership?” The word good is refers to both ethics and competence. Research into leadership ethics would explore the ethical issues of current leadership research, serve as a critical study of the field, analyze and (...) expand normative theories of leadership, and develop new theories, research questions and ways of thinking about leadership. (shrink)

In this paper I argue that a greater understanding of the part of ethics in leadership will improve leadership studies. Debates over the definition of leadership are really debates over what researchers think constitutes good leadership. The ultimate question is not "What is leadership?" but "What is good leadership?" The word good is refers to both ethics and competence. Research into leadership ethics would explore the ethical issues of current leadership research, serve as a critical study of the field, analyze (...) and expand normative theories of leadership, and develop new theories, research questions and ways of thinking about leadership. (shrink)

The job of a leader includes caring for others, or taking responsibility for them. All leaders face the challenge of how to be both ethical and effective in their work. This paper focuses on the requirement that leaders be present to care for their followers in times of crisis. It examines the story of Nero playing his fiddle while Rome burns. This is a tale that has been repeated in various forms by ancient historians and modern writers. The fact that (...) the story gets repeated through the ages tells us about the kind of care that people expect from their leaders. (shrink)

This address uses the question “Is business ethics getting better?” as a heuristic for discussing the importance of history in understanding business and ethics. The paper uses a number of examples to illustrate how the same ethical problems in business have been around for a long time. It describes early attempts at the Harvard Business School to use business history as a means of teaching students about moral and social values. In the end, the author suggests that history may be (...) another way to teach ethics, enrich business ethics courses, and develop the perspective and vision in future business leaders. (shrink)

In today's business world, ethics is not simply a peripheral concern of executive boards or a set of supposed constraints on free enterprise. Ethics stands at the very core of our working lives and of society as a whole, defining the public image of the business community and the ways in which individual companies and people behave. What people do at work--and how they think about work--determines their attitudes and aspirations, affecting and even structuring their personal lives and habits. Working (...) from this premise, Honest Work: A Business Ethics Reader provides a practical overview of business ethics that concentrates on the ethical problems and dilemmas students are most likely to face in their prospective work environments. Classic and recent articles and cases cover a broad spectrum of issues and concerns--from private ethical dilemmas to larger considerations of corporate values--and propose guidelines for thinking about the business world in a moral context. Each reading and case is followed by lively questions for discussion. Offering a welcome alternative to the impersonal tone of most business ethics texts, the editors address students in an appealing and conversational manner. They provide engaging chapter introductions that include personal narratives and also present the ideas of great philosophers in a unique way--as emails. Ideal for introductory undergraduate and MBA courses in business ethics, Honest Work: A Business Ethics Reader can be read as a coherent narrative but also offers instructors great flexibility, as its various chapters, readings, and cases can be pursued in almost any order. A Companion Website featuring chapter objectives and summaries, study questions, self-tests, and off-site links of interest will soon be available. An Instructor's Manual with Test Bank is available to adopters. (shrink)

In “Moral Imagination and the Search for Ethical Decision-Making,” Patricia H. Werhane observes that people and institutions sometimes do unethical things because they have a narrow perspective on their situation and little in the way of moral imagination. She defines moral imagination as “an ability to imaginatively discern various possibilities for acting in a given situation and to envision the potential help and harm that are likely to result from a given action.” Werhane’s paper focuses on how the conceptual schemes (...) of people and organizations hinder the exercise of moral imagination. She develops two key concepts for understanding moral imagination, memory or moral amnesia and empathy. Both of these give us a better picture of how imagination bridges the gap between moral principles and actions. (shrink)

As indicated in the previous article, a Russian‐sponsored conference on business ethics was recently held in Moscow. Another participant from the USA, Professor Joanne B. Ciulla, comments here on what could prove to be a new beginning for business in Russia. Professor Ciulla is an Associate Editor of this Review and occupies the Coston Family Chair in Leadership and Ethics at the University of Richmond, Virginia.

As indicated in the previous article, a Russian‐sponsored conference on business ethics was recently held in Moscow. Another participant from the USA, Professor Joanne B. Ciulla, comments here on what could prove to be a new beginning for business in Russia. Professor Ciulla is an Associate Editor of this Review and occupies the Coston Family Chair in Leadership and Ethics at the University of Richmond, Virginia.

This chapter contains sections titled: Work in business ethics texts Work from the 1950s through the 1980s The state of work in the 1990s Today's problem of work and life Business ethics and work in the twenty‐first century.

This paper is a commentary on C. Richard Panico’s article “Naked Leadership: Lead to Win Hearts and Minds.” The relationship between academic and practitioner literature on leadership is symbiotic. Both approaches have their limitations. Academic theories may be impractical and practitioner’s ideas are sometimes anecdotal and highly contextual. Yet, as the paper demonstrates, the two literatures can overlap in interesting ways.

This paper will discuss the uncertainty of job tenure, inequality of wages in American business, and the challenges for a creating a new social and moral compact between employer and employee. I begin by arguing that business ethics scholars missed some of the disturbing trends in management thinking because they often focused on current problems in business rather than questioning some of the basic assumptions about the way businesses are managed. As Rochefoucauld observed (albeit in a different context) we were (...) overtaken by the evils of the present and I would argue, this was because we didn’t pay attention to the past. Business ethics research, like management research, is often ahistorical and hence tells only part of the story. If we don’t know how we got to a certain problem, it’s really difficult to see where the present problem and our solutions to it might lead us. (shrink)

In some ways it is more important to understand why it is difficult for leaders to be ethical than it is to understand how to be an ethical leader. By being aware of the common temptations and moral pitfalls of leadership, leaders are better able to avoid them. Like all areas of applied ethics, leadership has its own set of problems that stem from the roles leaders play and their relationship and responsibilities to followers and others. Moreover, leadership is ethically (...) challenging because it and requires control of the self, the ego, and the use of power. This article examines some of the aspects of leadership that make it ethically difficult. (shrink)

EDITOR’S NOTE: Business Ethics Quarterly invited a number of scholars involved with BEQ over its first twenty years (especially in its early years, as editors or editorial board members) to offer their reflections on the past, present, and future of business ethics. The resulting comments, which appear below, are as diverse and eclectic as the group of scholars who have given their energies to BEQ over the years.

Nietzsche exempts Heraclitus from the charge levelled at other philosophes that in denigrating the senses and the body, and in dehistoricizing concepts, they kill them and stuff them, turning them into mummies. Nietzsche’s admiration of Heraclitus is not surprising in light of the resemblances between the two writers, not the least of which is that they inspire so many divergent, and contradictory, readings. As it becomes increasingly clear—thanks to Nietzsche and to those whom he inspired—that much more is contingent than (...) we had thought, one hesitates to make too much of stylistic coincidence. Still it is worth exploring whether there is a connection between the style, structure, and content of what they wrote, and the extraordinary range of readings ascribed to the writings. (shrink)

Nietzsche exempts Heraclitus from the charge levelled at other philosophes that in denigrating the senses and the body, and in dehistoricizing concepts, they kill them and stuff them, turning them into mummies. Nietzsche’s admiration of Heraclitus is not surprising in light of the resemblances between the two writers, not the least of which is that they inspire so many divergent, and contradictory, readings. As it becomes increasingly clear—thanks to Nietzsche and to those whom he inspired—that much more is contingent than (...) we had thought, one hesitates to make too much of stylistic coincidence. Still it is worth exploring whether there is a connection between the style, structure, and content of what they wrote, and the extraordinary range of readings ascribed to the writings. (shrink)

Analytic and feminist philosophers already uncomfortable with the practice of devoting special sessions at meetings and special issues of journals to "feminist aesthetics" may find that this piece adds to their uneasiness. If "feminist aesthetics" is treated as a special topic within aesthetics, then should we infer that the rest of the time we do masculine aesthetics? some feminists would argue for an affirmative answer to this question; the title acknowledges them in insinuating that if analytic aesthetics is not feminist (...) aesthetics, then it might be (or must be) masculine aesthetics. This essay will consider whether "feminist aesthetics" and analytic aesthetics are congenial, or at least compatible, activities, and in so doing, explore what constitutes "feminist aesthetics.". (shrink)

In Historied Thought, Constructed World, Joseph Margolis identifies the philosophical themes that will dominate philosophical discussions in the twenty-first century, given the recognition of the historicity of philosophical thought in the twentieth century. In what follows I examine these themes, especially cognitive intransparency, and the arguments presented in favor of them, noting the extent to which they rest on a view of language that takes a written text, and not speech, as the paradigm of language. I suggest if one takes (...) speech as a mutual embodied action in a shared space as a model for language, the theme of cognitive intransparency—and the problems it brings in its wake—does not loom so large for those of us working in the history of philosophy. I conclude by showing that if we adopt this suggestion in relation to early Greek philosophy, that is, the period in the history of historied thought in which philosophy itself emerges as a linguistic and intellectual activity, we can better understand how and why philosophy emerged as it did—in the form of dialogues by Plato. (shrink)

We develop a novel argument scheme tailored to debates surrounding public votes on a state action. It can be used to propose reasons for voting “yes” or “no” and allows for natural reconstructions of such debates. These reconstructions are of particular use to voters trying to weigh the pros and cons of the proposed state action. The scheme for proposing reasons helps answering two questions: What changes will the proposed state action bring with it? And are these changes good or (...) not? Using the scheme, we derive a three-layered structure of public debates surrounding votes that aides in constructing systematic and comprehensive overviews. The scheme for proposing reasons also lends itself to concise summaries for voter information and can be incorporated into more general deliberation dialogues. (shrink)

This paper argues that it is reasonable to make attributions about a leader’s character based on minor incidents such as kicking a dog. It begins with a short review of the relevant literature from leadership studies and social psychology on how our prototypes of leaders affect the attributions we make about them. Then the paper examines the role of virtues, habits, and dispositional statements to show why an act such as kicking a dog can offer insight into a leader’s moral (...) character. (shrink)

In spite of some recent bad news coming out of America our Associate Editor reports positively on the business ethics scene there both in the business community and in a recent major Conference. She holds the Coston Family Chair in Leadership and Ethics at Jepson School of Leadership Studies, University of Richmond, Richmond, Virginia 23173, USA.

In spite of some recent bad news coming out of America our Associate Editor reports positively on the business ethics scene there both in the business community and in a recent major Conference. She holds the Coston Family Chair in Leadership and Ethics at Jepson School of Leadership Studies, University of Richmond, Richmond, Virginia 23173, USA.