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  1. Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good.Gordon Wang & Rick D. Hackett - 2016 - Journal of Business Ethics 137 (2):321-345.
    Despite a long history in eastern and western culture of defining leadership in terms of virtues and character, their significance for guiding leader behavior has largely been confined to the ethics literature. As such, agreement concerning the defining elements of virtuous leadership and their measurement is lacking. Drawing on both Confucian and Aristotelian concepts, we define virtuous leadership and distinguish it conceptually from several related perspectives, including virtues-based leadership in the Positive organizational behavior literature, and from ethical and value-laden leadership. (...)
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  • Does integrity matter for CSR practice in organizations? The mediating role of transformational leadership.José M. C. Veríssimo & Teresa M. C. Lacerda - 2014 - Business Ethics: A European Review 24 (1):34-51.
    Scholars have long debated whether leader's integrity affects managerial decision making with respect to social responsibility. In this paper, we propose a model in which transformational leadership mediates integrity and corporate social responsibility and examine the relationship between these concepts. A survey of 170 senior managers from 50 organizations was conducted. Results indicate that integrity is a predictor of transformational leadership behavior and that transformational leaders’ behaviors are linked to CSR practices. It was also found that leaders rated with higher (...)
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  • Are Authentic Leaders Always Moral? The Role of Machiavellianism in the Relationship Between Authentic Leadership and Morality.Sen Sendjaya, Andre Pekerti, Charmine Härtel, Giles Hirst & Ivan Butarbutar - 2016 - Journal of Business Ethics 133 (1):125-139.
    Drawing on cognitive moral development and moral identity theories, this study empirically examines the moral antecedents and consequences of authentic leadership. Machiavellianism, an individual difference variable relating to the use of the ‘end justifies the means’ principle, is predicted to affect the link between morality and leadership. Analyses of multi-source, multi-method data comprised case studies, simulations, role-playing exercises, and survey questionnaires were completed by 70 managers in a large public agency, and provide support for our hypotheses. Our findings reveal that (...)
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  • Understanding the unique impact of dimensions of ethical leadership on employee attitudes.Samina Karim & Sadia Nadeem - 2019 - Ethics and Behavior 29 (7):572-594.
    This study extends earlier findings on ethical leadership by testing the relationship of the seven dimensions of ethical leadership with job satisfaction, organization commitment, job embeddedness, and cynicism. It uses time-lagged data from 585 employees in Pakistan. Using confirmatory factor analysis and structural equation modeling, the study supports the concept of multidimensional ethical leadership in the Eastern setting and indicates that the dimensions of people orientation, fairness, power sharing, ethical guidance, and role clarification are associated with the majority of outcomes, (...)
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  • Values that create value: Socially responsible business practices in SMEs – empirical evidence from German companies.Eva-Maria Hammann, André Habisch & Harald Pechlaner - 2008 - Business Ethics, the Environment and Responsibility 18 (1):37-51.
    Socially responsible business and ethical behaviour of companies have been of interest to academia and practice for decades. But the focus has almost exclusively been on large corporations while small- and medium-sized enterprises (SME) have not received as much attention. Thus, this paper focuses on socially responsible business practices of SME entrepreneurs or owner–managers in Germany. Based on the assumption that decision-makers in SMEs are the central point where all business activities start, members of a German entrepreneurs association were approached (...)
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  • Values that create value: socially responsible business practices in SMEs - empirical evidence from German companies.Eva-Maria Hammann, André Habisch & Harald Pechlaner - 2008 - Business Ethics 18 (1):37-51.
    Socially responsible business and ethical behaviour of companies have been of interest to academia and practice for decades. But the focus has almost exclusively been on large corporations while small- and medium-sized enterprises (SME) have not received as much attention. Thus, this paper focuses on socially responsible business practices of SME entrepreneurs or owner–managers in Germany. Based on the assumption that decision-makers in SMEs are the central point where all business activities start, members of a German entrepreneurs association were approached (...)
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  • Leadership Values: Insights from Ashoka's Inscriptions.C. Panduranga Bhatta - 2000 - Journal of Human Values 6 (2):103-113.
    An attempt has been made in this article to re-examine the inscriptions of Ashoka, an ancient Indian king, who was a great leader, well known in history, who had the courage, confidence, vision and will to provide an administration based purely on genuine human values. As evidenced in his inscriptions, 'effective leadership' depends not on preaching moral values but on practising them, and modifying life and leadership styles accordingly. Ashoka believed that the success of a true leader is directly related (...)
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