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  1. Phronesis, intuition, and deliberation in managerial decision-making: Results of a global survey.Attila Tanyi, Frithiof Svenson, Fatih Cetin & Markus Launer - forthcoming - Management Revue.
    There are a number of well-established concepts explaining decision-making. The sociology of wise practice suggests that thinking preferences like the use of intuition form a cornerstone of administrators’ virtuous practice and phronesis is a likely candidate to explain this behaviour. This contribution uses conceptual and theoretical resources from the behavioural sciences, management science as well as philosophy to account for individual level differences of employees regarding thinking preferences in administrative professions. The analysis empirically investigates the behavioural dimension of the preference (...)
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  2. Let Slip the Dogs of Commerce: The Ethics of Voluntary Corporate Withdrawal in Response to War.Tadhg Ó Laoghaire - 2024 - The Journal of Ethics 28 (1):27-52.
    Over 1000 companies have either curtailed or else completely ceased operations in Russia as a response to its invasion of Ukraine, a mass corporate exodus of a speed and scale which we’ve never seen. While corporate withdrawal appears to have considerable public support, it’s not obvious that it has done anything to hamper the Russian war effort, nor is it clear what the long-run effects of corporate withdrawal as a regularised response to war might be. Given this, it’s important the (...)
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  3. Transformationale Führung und Werte in der Gruppe V -- ein Überblick.Florian Demont-Biaggi, Nadine Eggimann & Hubert Annen - 2023 - Stratos 1 (1):4-18.
    In the modern world of work, diversity, self-fulfilment and personal responsibility are at the centre of interest as values. Moving in this direction and coping with the associated changes requires a cultural change. This, in turn, can only be achieved if leaders succeed in sensitising employees to the values they are striving for. From a theoretical point of view, the theories of “transformational leadership” already provide a suitable framework for this. However, this requires careful reflection on the limits and possibilities (...)
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  4. Understanding the Dangers of Mind Changes in Political Leadership (and How to Avoid Them).Kyle G. Fritz - 2023 - Social Theory and Practice 49 (4):653-679.
    Political leaders may change their mind about a policy, or even a significant moral issue. While genuinely changing one’s mind is not hypocritical, there are reasons to think that leaders who claim such a change are merely hypocritically pandering for political advantage. Indeed, some social science studies allegedly confirm that constituents will judge political leaders who change positions as hypocritical. Yet these studies are missing crucial details that we normally use to distinguish genuine mind changers from hollow hypocrites. These details (...)
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  5. Socratic Leadership.Freya Möbus - 2023 - International Journal of Applied Philosophy 36 (2):263-281.
    What makes a good leader? This paper takes Socrates in Plato’s early dialogues as the starting point for developing three leadership skills that are still relevant today: being on a mission, thinking in questions, and thinking like a beginner. I arrive at these Socratic leadership skills through an interdisciplinary approach to Plato’s early dialogues that puts Socrates in conversation with a diversity of thinkers: modern-day business leaders and leadership coaches, educators, Zen Buddhists, and art historians. I show that Socratic leadership (...)
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  6. A pragmatist case for thoughtfulness and experimentation in corporate governance.Donald Nordberg - 2023 - In Till Talaulicar (ed.), Research Handbook on Corporate Governance and Ethics. Edward Elgar Publishing.
    Despite interminable debate, ethical perspectives have sought to stem the abuse of corporate power by focusing on the split between utility-focused attention to shareholder value, including the ‘enlightened’ kind, and duty-focused imperatives in stakeholder theory. Through thought experiments, this chapter builds a case for a different approach. Ethics scholars including Brandt (1959) and Frankena (1963) highlight contrasting approaches to both utility and duty, separating formation of general rules from examination of individual acts. Act-based ethics points us toward the pragmatism of (...)
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  7. Military Leadership and Ethics.Peter Olsthoorn - 2023 - Handbook of Military Sciences.
    Leadership and ethics are habitually treated as related to separate spheres. It would be better, perhaps, if leadership and ethics were treated as belonging to a single domain. Ethics is an aspect of leadership and not a separate approach that exists alongside other approaches to leadership such as the trait approach, the situational approach, etc. This holds especially true for the military, one of the few organizations that can legitimately use violence. Today, most militaries opt for a character-based approach for (...)
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  8. Stan Amaladas, Sean Byrne (eds.): Peace Leadership: The Quest for Connectedness. [REVIEW]Francisco Miguel Ortiz-Delgado - 2023 - Filozofia 78 (8):694-697.
  9. The Applied Ethics of Collegiality: Corporate Atonement and the Accountability for Compliance in the World War II.Vanja Subotić - 2023 - In Nenad Cekić (ed.), Virtues and vices – between ethics and epistemology. Belgrade: Faculty of Philosophy, University of Belgrade. pp. 245-262.
    Recently, I have proposed an extension of the framework of the ethics of collegiality (Berber & Subotić, forthcoming). By incorporating an anti-individual perspective and the notion of epistemic competence, this framework can reveal the epistemic virtue/vice relativism, which, in turn, charts the tension between being a good colleague and an efficient, loyal employee. In this paper, however, I want to sketch how the ethics of collegiality could be applied to practical domains, such as the historical accountability and atonement of corporations (...)
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  10. The Climate Imperative for Business.Brian Berkey & Eric W. Orts - 2021 - California Management Review 63.
  11. Editors' Introduction.Peg Brand Weiser & R. Scott Kretchmar - 2021 - Journal of Intercollegiate Sport 14 (3):1-4.
    This Special Issue [available free online] co-edited by Peg Brand Weiser (University of Arizona) and R. Scott Kretchmar (Pennsylvania State University) is entitled, "The Myles Brand (1942-2009) Era at the NCAA: A Tribute and Scholarly Review." The late Myles Brand was a philosopher (of action theory; social and political applied philosophy, philosophy of sport), former department chair (University of Illinois at Chicago; University of Arizona), dean (Arizona), provost (The Ohio State University), president (University of Oregon; Indiana University), and fourth president (...)
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  12. O Captain! My Captain!: leadership, virtue, and sport.John William Devine - 2021 - Journal of the Philosophy of Sport 48 (1):45-62.
    There is a crisis of leadership in sport. Leadership as an athletic excellence is under threat from the deepening influence of coaches on in-game decision- making. To appreciate what is being lost in this shift of responsibility, it is necessary to understand the challenge of athlete leadership. Captaincy is the quintessential on-field leadership role. However, the role of captain, and athlete leadership more widely, remains philosophically untheorized. This paper initiates a discussion of leadership in sport by providing the first normative (...)
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  13. Should We #deleteUber?Garrett Pendergraft - 2021 - SAGE Business Cases.
    Since Uber’s founding in 2009, individuals associated with Uber have engaged in (or been accused of engaging in) numerous categories of corporate malfeasance: failure to protect data privacy, theft of trade secrets, sexual misconduct (including sexual assault and sexual harassment), lack of worker safety, lack of consumer safety, and racial discrimination. Thus, Uber is a good test case for the question of whether corporate behavior can provide moral justification for a boycott. More specifically, an examination of the 2017 #deleteUber controversy (...)
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  14. The Rise and Fall of WeWork.Garrett Pendergraft - 2021 - SAGE Business Cases.
    This case examines the rise and fall of WeWork—a company that experienced one of the most dramatic changes of fortune in technology company history. For several years, WeWork was a Silicon Valley darling, growing at breakneck speed with visionary Adam Neumann at the helm. By some estimates, Neumann’s company was worth $47 billion in January of 2019. But when the company filed paperwork in preparation for going public later that year, investors balked at the details revealed in the documents: billions (...)
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  15. How ethical leadership is related to authenticity.Florian Demont-Biaggi - 2020 - Leadership, Education, Personality: An Interdisciplinary Journal 1.
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  16. Strategische Kommunikation und Werte.Florian Demont-Biaggi & Nadine Eggimann - 2020 - In Michael Holenweger (ed.), Anwendungsgebiete und Grundlagen von Strategischer Kommunikation. Nomos.
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  17. Comparison of Work-Related Values and Leadership Preferences of Mexican Immigrants and Caucasians.Alonso Raul Duarte - 2020 - Dissertation, Walden University
    Globalization has made it easier for people to migrate, thus increasing diversity within organizations. One problem with this migration is that 1st and 2nd generation immigrants may prefer different leadership styles than those of the mainstream culture. The purpose of this survey-based quantitative comparative study was to investigate the effects of acculturation on the work-related cultural values and leadership style preferences of Mexican immigrants living in the United States. The research question that guided this study focused on the differences in (...)
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  18. Linking ethical leadership and ethical climate to employees’ ethical behavior: the moderating role of person–organization fit.Hussam Al Halbusi, Kent A. Williams, Thurasamy Ramayah, Luigi Aldieri & Concetto Paolo Vinci - 2020 - Personnel Review 50 (1):159-185.
    Purpose – With the growing demand for ethical standards in the prevailing business environment, ethical leadership has been under increasingly more focus. Based on the social exchange theory and social learning theory, this study scrutinized the impact of ethical leadership on the presentation of ethical conduct by employees through the ethical climate. Notably, this study scrutinized the moderating function of the person organization fit (P-O fit) in relation to ethical climate and the ethical conduct of employees. -/- Design/methodology/approach – To (...)
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  19. (2 other versions)An African Theory of Good Leadership (Repr.).Thaddeus Metz - 2020 - International Journal of Ethical Leadership 7:41-56.
    Shortened version of an article first appearing in the African Journal of Business Ethics (2018).
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  20. International Financial Credit Crises; Lessons from Canada.Muhammad Rashid - 2020 - Journal of Economics Bibliography 7 (2):101-110.
    The credit crises experienced in the US in year 2008 is labeled as perhaps the most significant crises since the great depression. The roots of the crises were found in the default of the sub-prime mortgages and the failure occurred in both the US and the UK. Due to the integrated nature of international financial systems the spillover impacted many countries as the economies in Asia and Europe were purchasers of the sub-prime mortgages that originated in both UK and US. (...)
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  21. Social work leaders’ authenticity positively influences their dispositions toward ethical decision-making.Radek Trnka, Martin Kuška, Peter Tavel & Ales Kubena - 2020 - European Journal of Social Work 23 (5):809-825.
    The personality traits of social work leaders are important factors influencing ethical decision-making in organisations. The lack of empirical evidence with regard to the relationship between personal authenticity and ethical decision-making in social work stimulated the present study. Two hundred thirty-eight leaders (81.9% female) from organisations working in various fields of social work were administrated with the Authenticity Scale, Managerial Ethical Profile, and conducted two free association tasks with the cue words authenticity and self. Authenticity was positively correlated with ethical (...)
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  22. Authentische Führung in Extremsituationen.Florian Demont-Biaggi - 2019 - In Eva-Maria Kern, Gregor Richter, Johannes C. Müller & Fritz-Helge Voß (eds.), Einsatzorganisationen. Erfolgreiches Handeln in Hochrisikosituationen. Springer.
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  23. Engaging Small and Medium-Sized Enterprises in Responsible Innovation.Catherine Flick, Malcolm Fisk & George Ogoh - 2019 - In Katharina Jarmai (ed.), Responsible Innovation : Business Opportunities and Strategies for Implementation. Springer Verlag. pp. 71-83.
    A significant part of responsible innovation is engagement with diverse groups of stakeholders; this remains true for projects investigating responsible innovation practices. This chapter discusses strategies for engaging small and medium-sized enterprises in co-creating visions of and plans for implementing responsible innovation, drawing on the example of engagement with United Kingdom cyber security companies. The key aspect of the engagement was building trust between the responsible innovation researchers and the companies. Trust was built by a movement away from traditional recruitment (...)
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  24. Controversy Over Gender Differences and Free Speech at Google.Garrett Pendergraft - 2019 - SAGE Business Cases.
    In August 2017, Google executives found themselves in a difficult position. An internal memo written by a disgruntled software engineer, James Damore, had just gone viral. In this memo, Damore claimed that the relatively small number of women in the tech industry was partly due to biological factors, and that many of Google’s diversity efforts were therefore counterproductive. The contents of this memo were offensive to many (and thus were having a negative impact on the overall workplace environment), but the (...)
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  25. Authority, Power, and Responsibility as Prerequisites of Decision-Making and Manifestation of the Management Style.Oksana Bryk & Mstyslav Kocharovskyi - 2018 - Psychology and Psychosocial Interventions 1:15-19.
    The article presents a theoretical study of the most common and actual theories and approaches to the problem of understanding the correlation between the usage of authority, power, and responsibility in management; their influence on making managerial decisions; and the management style overall. The study suggests that there are various different theories that attempt to explain the nature of leadership, management, and authority. -/- The study differentiates authority and power, with authority being an official right to manage given by the (...)
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  26. (2 other versions)An African Theory of Good Leadership.Thaddeus Metz - 2018 - African Journal of Business Ethics 12 (2):36-53.
    This article draws on the indigenous African intellectual tradition to ground a moral-philosophical theory of leadership that is intended to rival accounts prominent in the East Asian and Western traditions. After providing an interpretation of the characteristically sub-Saharan value of communion, the article advances a philosophical account of a good leader as one who creates, sustains and enriches communal relationships and enables others to do so. The article then applies this account to a variety of topics, including what the final (...)
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  27. (2 other versions)An African Theory of Good Leadership (repr.).Thaddeus Metz - 2018 - In Josef Wieland & Julika Baumann Montecinos (eds.), Transcultural Leadership: Learning about Sub-Saharan Africa. Metropolis. pp. 41-63.
    Reprint of an article from the African Journal of Business Ethics (2018).
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  28. Employee Ethics and Rights.Jeffrey Moriarty - 2018 - In Eugene Heath, Byron Kaldis & Alexei M. Marcoux (eds.), The Routledge Companion to Business Ethics. New York: Routledge. pp. 474-489.
    This chapter advances our understanding of the moral contours of the employment relationship. It considers what employers owe their employees, and what employees owe their employers. I begin with a brief discussion of the value and limits of contractual freedom in employment. Then I consider ethical issues in five areas: (1) hiring and firing, (2) compensation, (3) the nature of work, including meaningful work and workplace democracy, (4) privacy, and (5) whistleblowing.
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  29. Leadership After Virtue: MacIntyre’s Critique of Management Reconsidered.Matthew Sinnicks - 2018 - Journal of Business Ethics 147 (4):735-746.
    MacIntyre argues that management embodies emotivism, and thus is inherently amoral and manipulative. His claim that management is necessarily Weberian is, at best, outdated, and the notion that management aims to be neutral and value free is incorrect. However, new forms of management, and in particular the increased emphasis on leadership which emerged after MacIntyre’s critique was published, tend to support his central charge. Indeed, charismatic and transformational forms of leadership seem to embody emotivism to a greater degree than do (...)
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  30. (1 other version)Leadership, Ethics, and the Centrality of Character.Peter Olsthoorn - 2017 - In Military Ethics and Leadership. Leiden & Boston: Brill. pp. 1-15.
    Scandals in business (such as Volkswagen’s dieselgate and, earlier, the Enron scandal), politics and the public sector (the Petrobas affair in Brazil, for in-stance), sports (think of the corruption charges against fifa’s Sepp Blatter) and the military (Abu Ghraib springs to mind) have brought the matter of ethical leadership to the forefront. But although this increased attention has had the collateral benefit that most handbooks on leadership now pay more attention to the importance of leading ethically, this will generally still (...)
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  31. Jesus Centered Leadership and Business Applications: An Alternative Approach.Richard Peters, Joe M. Ricks & Christopher Doval - 2017 - Business and Society Review 122 (4):589-612.
    In this article we evaluate Jesus Centered Leadership, a new concept that has emerged in the realm of spirituality and business management. JCL questions the “Christianity” of Christian business leadership, and proposes principles for ethical leadership that provide a truer representation of the teachings and traits of Jesus. We consider these principles and contribute principles of our own, thereby providing an alternative approach to JCL that remains consistent with the JCL message of morality but addresses issues that offer greater opportunities (...)
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  32. (1 other version)The Ethical Relevance of Risk Assessment and Risk Heeding: the Space Shuttle Challenger launch decision as an object lesson.Robert Allinson - 2016 - Ramon Llull Journal of Applied Ethics 7 (7):93-120.
    For the purpose of this analysis, risk assessment becomes the primary term and risk management the secondary term. The concept of risk management as a primary term is based upon a false ontology. Risk management implies that risk is already there, not created by the decision, but lies already inherent in the situation that the decision sets into motion. The risk that already exists in the objective situation simply needs to be “managed”. By considering risk assessment as the primary term, (...)
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  33. Honor Ethics for Executives and Leaders.Dan Demetriou - 2016 - In George Washington’s Lessons in Ethical Leadership. George Washington’s Mount Vernon.
    [Requested essay for George Washington Leadership Institute curriculum, Fred W. Smith National Library for the Study of George Washington, Mt. Vernon.] Honor is often equated with integrity, dignity, courage, and unimpeachable reputation. But what is the underlying essence of honor that explains those associations? This essay provides a framework for thinking about honor, and explores a theory of honor that understands it in terms of agonism---that is, as an ethic regulating our pursuit of prestige according to principles of fair and (...)
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  34. (1 other version)The Ethical Producer (3rd edition).Robert Elliott Allinson - 2015 - In László Zsolnai (ed.), Spirituality, Ethics, and Management. Kluwer Academic Publishers. pp. 61-74.
  35. Ghoshal’s Ghost: Financialization and the End of Management Theory.Gregory A. Daneke & Alexander Sager - 2015 - Philosophy of Management 14 (1):29-45.
    Sumantra Ghoshal’s condemnation of “bad management theories” that were “destroying good management practices” has not lost any of its salience, after a decade. Management theories anchored in agency theory (and neo-classical economics generally) continue to abet the financialization of society and undermine the functioning of business. An alternative approach (drawn from a more classic institutional, new ecological, and refocused ethical approaches) is reviewed.
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  36. The Problem of Evil Leadership: Conceptual Aspects and Visualized Narratives.Florian Demont-Biaggi & Michael Jager - 2015 - In Douglas Lindsay & David Earl Woycheshin (eds.), Overcoming Leadership Challenges: International Perspectives. Canadian Defence Academy Press.
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  37. Doing Business with Deleuze?Finn Janning - 2015 - Kritike 9 (1):28-44.
    This essay has two parts. The first part gives a brief overview of the foundations of economics. The second part contains a broader outline of the way in which philosopher Gilles Deleuze thinks of ethics. In the second part, I also explore the potential connections between Deleuze's thoughts and economics. Especially, I focus on the concepts of "human capital," "empowerment," and more fruitful, the concept of "power-with" as proposed by organizational theorist, Mary Parker Follett. By doing so, I try to (...)
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  38. Public Capitalism: The Political Authority of Corporate Executives. [REVIEW]Jeffrey Moriarty - 2015 - Philosophical Review 124 (3):422-425.
    This is a review of Christopher McMahon's book, Public Capitalism.
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  39. Three-Dimensionality in Competencies: The Inclusion of Ethics in the Generic Competency of Teamwork and Leadership.Alexis J. Bañon-Gomis, Mónica Clemente-Císcar, Natalia Lajara-Camilleri & Andrés Rovira - 2014 - In Marta Peris-Ortiz & José M. Merigó Lindahl (eds.), Sustainable Learning in Higher Education: Developing Competencies for the Global Marketplace. Springer Verlag. pp. 143-155.
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  40. Leadership Responsibility and Disobedience.Florian Demont-Biaggi - 2014 - In Douglas Lindsay & Dave Woycheshin (eds.), Adaptive Leadership in the Military Context: International Perspectives. Canadian Defence Academy Press.
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  41. Business Ethics: Diagnosis and Prescription in Caritas in Veritate and Vocation of the Business Leader.Jim Wishloff - 2014 - Solidarity: The Journal for Catholic Social Thought and Secular Ethics 4 (1):Article 8.
    An examination of two recent documents of Catholic Social Doctrine, Caritas in Veritate and Vocation of the Business Leader, is undertaken to uncover their assessment of our current cultural and moral crisis, of which our present economic distress is but one aspect, and their proposal for cultural renewal including a return to sound economic decision making. The intellectual commitments of molders of the modern mind such as Bacon, Descartes, and Hobbes severed morality at its metaphysical roots. Destroying the anthropological underpinnings (...)
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  42. Leadership Discourse, Culture, and Corporate Ethics: CEO-speak at News Corporation.Joel Amernic & Russell Craig - 2013 - Journal of Business Ethics 118 (2):379-394.
    We explore the language of leadership of global media mogul Rupert Murdoch in 2010, the year before the phone-hacking scandal in the UK came to public attention. Subsequent public enquiries in the UK exposed unethical conduct by staff of News Corporation, a global corporation whose Chairman and CEO was Rupert Murdoch. We focus on the ethical climate fashioned by ‘A Letter from Rupert Murdoch’ that appeared in the opening pages of the annual report of News Corporation for the year ended (...)
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  43. The Relationship Between Transformational Leadership and Followers' Perceptions of Fairness.Eliane Bacha & Sandra Walker - 2013 - Journal of Business Ethics 116 (3):667-680.
    Of recent time, there has been a concern about ethical leadership and ethics in business. Research on leadership did not pay a lot of attention to fairness and many authors have studied the relationship between leader fairness and factors such as outcome satisfaction and trust in leader for instance. For the moment, there is no study that focused on the direct relationship between transformational leadership and fairness. That’s why; in this paper our aim is to study the relationship between transformational (...)
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  44. The Virtues of Honorable Business Executives.Dan Demetriou - 2013 - In Michael W. Austin (ed.), Virtues in Action: New Essays in Applied Virtue Ethics. New York: Palgrave-Macmillan. pp. 29-38.
    Although most cultures have held honorableness to be a virtue of the first importance, contemporary analytic ethicists have just begun to consider honor’s nature and ethical worth. In this essay, I provide an analysis of the honor ethos and apply it to business ethics. Applying honor to business may appear to be a particularly challenging task, since (for reasons I discuss) honor has traditionally been seen as incompatible with commerce. Nonetheless, I argue here that two of the central virtues of (...)
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  45. Building Ethical Leaders: A Way to Integrate and Assess Ethics Education. [REVIEW]Ann C. Dzuranin, Rebecca Toppe Shortridge & Pamela A. Smith - 2013 - Journal of Business Ethics 115 (1):101-114.
    The Building Ethical Leaders using an Integrated Ethics Framework (BELIEF) Program was introduced in 2006 at the Northern Illinois University College of Business. The Program was developed to support two learning objectives: (1) increase students’ awareness of ethical issues and (2) strengthen their decision-making abilities regarding these ethical issues. This article provides an overview of the development and integration of this Program. We also provide assessment data on our two learning objectives. The assessment measures improvement from 2005, before the implementation (...)
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  46. Risk Taking and the Ethics of Entrepreneurship.Christoph Luetge - 2013 - In Johanna Jauernig & Christoph Luetge (eds.), Business Ethics and Risk Management. Dordrecht: Springer. pp. 3--14.
  47. 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 and the (...)
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  48. Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership. [REVIEW]James B. Avey, Tara S. Wernsing & Michael E. Palanski - 2012 - Journal of Business Ethics 107 (1):21-34.
    The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. In a study with 845 working adults across multiple organizations, the relationships between ethical leadership with positive employee outcomes were examined. Results suggest that ethical leadership is related to both psychological well-being and job satisfaction in employees, but the processes are different. Employee voice mediated the relationship between ethical leadership and psychological well-being. Feelings of psychological ownership mediated the relationship between ethical (...)
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  49. Leadership and Change: The Case for Greater Ethical Clarity. [REVIEW]Bernard Burnes & Rune Todnem By - 2012 - Journal of Business Ethics 108 (2):239-252.
    This article addresses the relationship between the ethics underpinning leadership and change. It examines the developments in leadership and change over the last three decades and their ethical implications. It adopts a consequentialist perspective on ethics and uses this to explore different approaches to leadership and change. In particular, the article focuses on individual (egoistic) consequentialism and utilitarian consequentialism. The article argues that all leadership styles and all approaches to change are rooted in a set of values, some of which (...)
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  50. Transformative Leadership: Achieving Unparalleled Excellence. [REVIEW]Cam Caldwell, Rolf D. Dixon, Larry A. Floyd, Joe Chaudoin, Jonathan Post & Gaynor Cheokas - 2012 - Journal of Business Ethics 109 (2):175-187.
    The ongoing cynicism about leaders and organizations calls for a new standard of ethical leadership that we have labeled “transformative leadership.” This new leadership model integrates ethically-based features of six other well-regarded leadership perspectives and combines key normative and instrumental elements of each of those six perspectives. Transformative leadership honors the governance obligations of leaders by demonstrating a commitment to the welfare of all stakeholders and by seeking to optimize long-term wealth creation. Citing the scholarly literature about leadership theory, we (...)
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1 — 50 / 77