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  1.  23
    Leading and Following (Un)ethically in Limen.Miguel Pina E. Cunha, Nuno Guimarães-Costa, Arménio Rego & Stewart R. Clegg - 2010 - Journal of Business Ethics 97 (2):189-206.
    We propose a liminality-based analysis of the process of ethical leadership/followership in organizations. A liminal view presents ethical leadership as a process taking place in organizational contexts that are often characterized by high levels of ambiguity, which render the usual rules and preferences dubious or inadequate. In these relational spaces, involving leaders, followers, and their context, old frames may be questioned and new ones introduced in an emergent way, through subtle processes whose evolution and implications may not be easy to (...)
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  2.  9
    Obedience and Evil: From Milgram and Kampuchea to Normal Organizations.Miguel Pina E. Cunha, Arménio Rego & Stewart Clegg - 2010 - Journal of Business Ethics 97 (2):291-309.
    Obedience: a simple term. Stanley Milgram, the famous experimental social psychologist, shocked the world with theory about it. Another man, Pol Pot, the infamous leader of the Khmer Rouge, showed how far the desire for obedience could go in human societies. Milgram conducted his experiments in the controlled environment of the US psychology laboratory of the 1960s. Pol Pot experimented with Utopia in the totalitarian Kampuchea of the 1970s. In this article, we discuss the process through which the Khmer Rouge (...)
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  3.  54
    Organizational Spiritualities.Miguel Pina E. Cunha, Arménio Rego & Teresa D'Oliveira - 2006 - Business and Society 45 (2):211-234.
    The topic of spirituality is gaining an increasing visibility in organizational studies. It is the authors contention that every theory of organization has explicit or implicit views of spirituality in the workplace. To analyze the presence of spiritual ideologies in management theories, they depart from Barley and Kunda's Administrative Science Quarterly article and analyze management theories as spirituality theories with regard to representations of people and the organization. From this analysis, we extract two major dimensions of people (as dependent or (...)
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  4.  17
    Leader-Expressed Humility Predicting Team Psychological Safety: A Personality Dynamics Lens.Arménio Rego, Ana I. Melo, Dustin J. Bluhm, Miguel Pina E. Cunha & Dálcio Reis Júnior - 2020 - Journal of Business Ethics 174 (3):669-686.
    In an application of the personality dynamics framework, we advance understanding on the relationship between baseline leader humility and team psychological safety by exploring the roles of humility variability and attractor strength. Specifically, we examine how the consistency of leader-expressed humility across team members operates as a boundary condition in the relationship between leader-expressed humility and team psychological safety. We also explore how the agreement between leader self-reported humility and leader-expressed humility operates as an attractor to predict such a consistency. (...)
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