We examined the direct and indirect (via relational social capital) relationship between ethical leadership and knowledge hiding. We also tested the moderating role of instrumental thinking in the relationship between ethical leadership and knowledge hiding and the relationship between ethical leadership and relational social capital. Data were collected from 245 employees in different firms spanning different manufacturing and service sectors. The results showed that ethical leadership was negatively related to knowledge hiding, both directly and via (...) relational social capital. The results revealed that instrumental thinking moderated the positive relationship between ethical leadership and relational social capital, such that the relationship was weak when instrumental thinking was high. The results also showed that instrumental thinking moderated both direct and indirect relationships between ethical leadership and knowledge hiding, such that the relationships were weak when instrumental thinking was high. The study carries important practical implications for managers concerned about the destructive consequences of knowledge hiding. (shrink)

Currently, there is great interest in leadership at the top leadership of the board and of the company. This paper describes a new instrument to assess top leaders and the research findings that support it, including those relating to Emotional Intelligence. The author contends that the assessment of leadership should be context-specific. The Leadership Dimensions Questionnaire (LDQ) was designed to measure 15 leadership constructs and the organisational context in terms of the degree of change faced (...) by the leader. Three new styles of Leadership, Engaging (Transformational), Goal Oriented (Transactional) and Involving (Participative) styles are proposed. LDQ has been widely used for identifying and developing top managers. Research findings will be presented from the Private Sector, a UK Retail Company (Managing Directors and Senior Managers) and from the Royal Navy and Royal Air Force. The majority of leadership dimensions from the LDQ predicted actual performance of senior managers and officers. (shrink)

In this study, we developed and validated an instrument that researchers can use to measure the collective effort of principals and teachers who excise their own unique leadership to genera...

Leaders play a critical role in setting the tone for ethical climate in organizations. In recent years, there has been an increased skepticism about the role played by corporate executives in developing and implementing ethics in business practices. Sales and marketing practices of businesses, particularly in the pharmaceutical industry, have come under increased scrutiny. This study identifies a type of leadership style that can help firms develop an ethical climate. Responses from 333 salespeople working for a North American subsidiary (...) of an international pharmaceutical company were used to analyze the impact of instrumental leadership on ethical climate. We also examined the effect of ethical climate on effort, satisfaction with the supervisor, and job satisfaction. Managerial implications are provided. (shrink)

The leadership development industry regularly claims to aid in developing effective, ethical leaders, using 360-degree psychometric assessments as key tools for so doing. This paper analyses the effects of such tools on those subjected to and subjectivised by them from a Foucauldian perspective. We argue that instead of encouraging ethical leadership such instruments inculcate practices and belief systems that perpetuate falsehoods, misrepresentations and inequalities. ‘Followers’ are presumed compliant, malleable beings needing leaders to determine what is in their interests. (...) Such techniques pursue productivity and profitability, rather than ethical leadership. We examine the Multifactor Leadership Questionnaire, a widely used 360-degree tool that measures transformational leadership, as an illustrative case study to substantiate these criticisms. (shrink)

Ethical leadership is the best response in the crisis state of postmodern man. Ethical leadership is a construct that leads to personal transfiguration, organizational effectiveness, improved interpersonal communication, and the achievement of a joint platform for professional action. Its development has also a beneficial effect as it brings ethics back to the core of public action, to the front line of organizational life and personal development. Whether it follows a religious model or a model resulting from laicized religious (...) values, leadership construing is based on a personal development process that follows an initiating structure in the world of values and their practice in personal ethical action. This is doubled by an ethics institutionalization process in which the organization itself becomes a structure of ethical and effective communication both inside and outside. An authentic leadership supposes positing the leader in the center of an ethical edifice in which achieving public good is done through instruments of personal development, ethics management and managerial ethics, ethical responsibility and sustainability, human condition improvement, spiritual transfiguration and authenticity. Added to this is the leader’s personal effort of involvement in the organization. Ethical leadership relies on a person’s vocation of developing an ethical culture in professional situations and in all life experiences. (shrink)

Leadership is instrumental to resolution of collective action dilemmas, particularly in large, heterogeneous groups. Less is known about the characteristics or effectiveness of leadership in small-scale, homogeneous, and relatively egalitarian societies, in which humans have spent most of our existence. Among Tsimane’ forager-horticulturalists of Bolivia, we (1) assess traits of elected leaders under experimental and naturalistic conditions and (2) test whether leaders impact or differentially benefit from collective action outcomes. We find that elected leaders are physically strong (...) and have more kin and other exchange partners. Their ranks on physical dominance, kin support, and trustworthiness predict how well their groups perform, but only where group members have a history of collaborative interaction. Leaders do not take more of the spoils. We discuss why physically strong leaders can be compatible with egalitarianism, and we suggest that leaders in egalitarian societies may be more motivated by maintaining an altruistic reputation than by short-term rewards of collective action. (shrink)

In light of grand societal challenges, most recently the global Covid-19 pandemic, there is a call for research on responsible leadership. While significant advances have been made in recent years towards a better understanding of the concept, a gap exists in the understanding of responsible leadership in emerging countries, specifically how leaders resolve prevalent moral dilemmas. Following Werhane, we use moral imagination as an analytical approach to analyze a dilemmatic stakeholder conflict through the lense of different responsible (...) class='Hi'>leadership mindsets and in light of different ethical principles and moral background theories. Based on this analysis, we arrive at a tentative moral judgement, concluding that the instrumental approach is morally inferior and recommending the integrative approach as the morally superior choice. In the subsequent discussion—focussed on what “could” be done, we apply the integrative script and use moral imagination as a pathway for generating morally justifiable solutions. Through this analysis, we provide novel insights on how to apply an integrative responsible leadership approach to a stakeholder conflict situation, using the single case study to expand the responsible leadership discussion to emerging markets. (shrink)

In this paper we claim educational leadership as an autonomous discipline whose goals and strategies should not mirror those typical of business and political leadership. In order to define the aims proper to educational leadership we question three common assumptions of what it is supposed to carry out. First, we turn to Hannah Arendt and her contemporary critics to maintain that education aims at opening up exceptions within the normal course of events rather than simply preserving it. (...) This way, education is not reduced to an instrument at the service of the reinforcement of a given social and economic system. This leads us to ask what should exactly educational leadership oppose by means of these exceptions. According to Tyson E. Lewis’s wise application to education of Giorgio Agamben’s ontology of impotentiality, the apparently reasonable idea that education must help the subject to develop his potentials is precisely an instrumentalization of education which brings about a desubjectification of the learner. Education should actually make the pupil aware of his right not to carry his potentiality to its actualization and dwell instead in a state of impotentiality. Third and last, we complicate this picture by alluding to Zygmunt Bauman’s critique of the rejection of Western individuals to realize certain possibilities, which they deem too costly. By analysing in conjunction Agamben’s encouragement to suspend one’s potential and Bauman’s insistence on the need of not suspending it, we conclude by defining what, in our opinion, defines the raison d’être of educational leadership. (shrink)

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 identify key elements of the six leadership perspectives that make up transformative leadership, suggest leaders who exemplify each perspective, describe the ethical foundations and message of each perspective, and offer ten propositions that scholars and practitioners can use to test the dimensions of this new transformative leadership model. (shrink)

ABSTRACT Research suggests that ethical leadership affects employee behavior and organizational functioning. This study aimed to determine the relationship between EL and productive energy, as mediated by person-organizational fit. The study used assumptions of the social learning and social exchange theories that posit that leadership has a direct impact on employee behavior, mainly through role modeling and the reciprocal nature thereof. An empirical paradigm using a cross sectional quantitative design was used. The PE instrument was assessed for construct (...) validity within the South African context. The analysis included a comparison between the private and public sectors, emphasizing the importance of context as differentiator. Relatively high, statistically significant correlations were found between the variables for both sectors and the combined sample. The hierarchical regression analysis indicated that 18% of the variance in PE is explained by EL. This model was improved by the inclusion of POF. The conceptual model was confirmed with structural equation modeling. The findings of this study suggest that EL has a significantly positive effect on PE and POF, which mediates the relationship between EL and PE. Sectoral differences were reported. (shrink)

This research examines benevolent leadership and makes three key contributions to organizational research. The first contribution is a theoretical one; the development of a theory-grounded conceptual model of benevolent leadership based on four streams of creating common good in organizations: morality, spirituality, vitality, and community. The second contribution is the development of an instrument (Benevolent Leadership Scale) to measure the construct of benevolent leadership. This scale is composed of four dimensions: Ethical Sensitivity, Spiritual Depth, Positive Engagement, (...) and Community Responsiveness. The third contribution is of empirical nature: the exploration of potential outcomes of benevolent leadership in organizations, affective commitment, and organizational citizenship behavior. (shrink)

Distributed Leadership (DL) is a feature of education in many jurisdictions. Similarly, in Ireland the principles of DL have been adopted as part of a quality framework to underpin a system that provides high quality student care, learning and teaching. This model necessitates an alignment of senior leaders (SLs) and middle leaders (MLs) whose actions are informed by the needs and priorities of their particular school. The traditional notion of the ML position as a management position is changing. The (...) evolution requires a reconceptualisation, a transformation of the role and how we support and develop it to ensure that MLs are an integral part of the leadership structure of the school. This pragmatic research explored the PD needs of MLs in Irish, Education and Training Board (ETB) post-primary schools. It involved a mixed-methods, exploratory sequential study. Stage one involved a set of five semi structured interviews with AP I post holders. These were used as an instrument to develop the online surveys. Stage two involved quantitative research. Online surveys were distributed to all ETB schools in the republic of Ireland. In stage three a summary of the findings of the survey were shared with ten AP Is who were subsequently interviewed to gain further insights. The study illustrated that the development of MLs requires the support of SLs, skills development, a supportive school culture and combined training for senior and middle leaders which should be facilitated by an independent person. (shrink)

In recent years, scholars have increasingly dedicated their attention to analyse and reflect on the topic of leadership. However, the debate has often focused on the figure of the leader, as if being a leader were a self-sufficient function in itself, understood without finalities or independent of them. I would argue that leadership is not a position that can be assumed, but, rather, a relationship that is constructed. Similarly, the question of leaders has often given rise to a (...) deconstruction of its components, without any insight as to how the reality is put together. Leadership cannot be understood solely from a technical or instrumental perspective. It is not a mere relational skill that simply requires developing competencies. The exercise of leadership always includes—explicitly or implicitly—a connection with values. Therefore, developing leadership is impossible without a personal process that develops the person’s capacity for perception, learning, interiorisation, explicit sense-making and constructing meaning. These issues are truly important at a time in which the debate on business education and its contribution is completely open, targeting the very core of business education’s reason for being. Though open, the debate can only become a truly dynamic discussion if there is a real dialogue between the different positions and traditions. For this reason, this paper proposes an anthropological and non-denominational reading of some of the fundamental meditations found in the Spiritual Exercises of Saint Ignatius which could be used as a heuristic in the debate regarding what business schools propose. This paper represents an initial step in this direction, exploring some of the potentialities of the Spiritual Exercises for business schools that do not claim any religious tradition. (shrink)

Confucian ethics play a pivotal role in guiding Chinese thinking and behaviour. Aesthetic leadership is emerging as a promising paradigm in leadership studies. This study investigates the practice of aesthetic leadership in Chinese organizations on the basis of Chinese philosophical foundations. We adopt a process perspective to access the aesthetic constellation of meanings present in the Chinese understanding of leadership, linking normative Confucian values to a pragmatic value rational world view, that rests on an ontology of (...) vaguely defined norms that are malleable to different cultural contexts. Value rational pragmatism is explored in order to develop a deeper understanding of normative aesthetic leadership in China and to contrast it to instrumental aesthetic leadership. We empirically demonstrate the contextual specificity of aesthetic leadership in eight Chinese private- and state-owned enterprises (POEs and SOEs) through qualitative case studies. The findings provide a deeper insight into Chinese aesthetic leadership by proposing a dynamic leadership approach, from both ethical and instrumental perspectives, in the Chinese context. (shrink)

The Multifactor Leadership Questionnaire is the most frequently used leadership measure in scholarship and organizational practice. However, so far it has not been validated in the Polish context. Therefore, the present study aimed to validate and shorten the MLQ in the Polish organizational setting. A total sample of 1,065 employees from different organizations took part in two sessions of an online study. Respondents were between 18 and 70 years old with an average job tenure of 17.00 years. In (...) subsample 1, using exploratory factor analysis, a three-factor structure of the MLQ full form was established, comprising transformational-supportive, inspirational goal-oriented, and passive-avoidant leadership. Based on qualitative and quantitative criteria, we constructed an 18-item MLQ short form. Both forms were supported by the confirmatory factor analysis in subsample 2. The MLQ-FF and MLQ-SF factors displayed acceptable to high levels of item-related parameters, as well as scale-related reliability. Both forms indicated high convergent and predictive validity examined by correlations with authentic leadership and employee's work outcomes. Our study provided the full and the short form of the MLQ as reliable and valid instruments, potentially suitable to measure leadership styles in academic research and organizational practice. (shrink)

Six cardinal leadership virtues based on Aristotelian and Confucian typology were advanced through this study by developing a measurement instrument and examining its predictive validity by studying the causal association with perceived leader happiness. Based on a sample of 183 school principals engaged in various types of schools, the results of both exploratory and confirmatory factor analyses generated satisfactory empirical outcomes by finding adequate support for the overall leadership virtue scale and the constituent subscale elements. The paper concluded (...) with the theoretical and practical implications for this developed instrument of leadership virtue especially in the context of school education. The major contribution of the paper lies in developing a measurement scale of virtues for school leaders. (shrink)

A new global leadership paradigm is gradually emerging, spiritual-based leadership. The article context-ualizes this development within a framework of scientific and economic rationality. In contrast to these, a spiritual approach to leadership is presented as integrating a leader's inner perspective on the purpose of life and leadership such that this inner perspective is the foundation for decisions and actions in the outer world of business. Empirical research is presented, based on interviews with 31 top leaders from (...) 15 countries in six continents. It demonstrates that leaders can obtain happiness, respect, peace of mind and success, while at the same time serving the needs of all those affected by their leadership when they lead from a spiritual basis. It also indicates that spirituality can serve as the foundation for leadership that considers ethics, social responsibility and concern for the environment not just as instruments to protect corporate reputation and income generation but as fundamental principles and values in their own right. (shrink)

In this article, we discuss and compare various positions in leadership theory through the perspective of Kierkegaard’s modes of existence. After a brief presentation of the three modes of existence—aesthetic, ethical and religious—and a description of the ironic–reflective interpretation of the change process, we synthesize leadership theories into the three main positions of instrumental, responsible and spiritual. Later, we compare and integrate the different positions in leadership theory with the three modes of existence. We argue that (...) the various positions in leadership theory represent different modes of existence. This means that leaders anchored within the aesthetical mode of existence tend to prefer the instrumental position, leaders anchored in the ethical mode of existence tend to prefer the responsible position, and leaders anchored in the religious mode of existence tend to prefer the spiritual position. In accordance with this line of reasoning the ironic–reflective interpretation of Kierkegaard’s three modes of existence gives a relevant explanation for development of leadership theory, and we delve deeper into some key dimensions in the expanding contexts of ontology, epistemology, ethics, the image of man and organizational ends. We conclude that it is necessary to start a process of transition in the mode of existence and in leadership theory in order to cope with the underlying patterns of the natural, cultural and economic crises we are facing today. (shrink)

Storsletten and Jakobsen (2015) try to integrate the instrumental, responsible, and spiritual positions in leadership studies with Kierkegaard’s aesthetic, ethical, and religious modes of existence. Their combination of leadership theory and Kierkegaardian thought, however, seems deeply problematic. In particular, the instrumental-aesthetic and responsible-ethical connections appear weak or at least significantly underdeveloped, and the spiritual-religious connection seems logically inconsistent.

A qualitative study using grounded theory methods was conducted to (a) examine what philosophy of technology assumptions are present in the thinking of K-12 technology leaders, (b) investigate how the assumptions may influence technology decision making, and (c) explore whether technological determinist assumptions are present. Subjects involved technology directors and instructional technology specialists from school districts, and data collection involved interviews and a written questionnaire. Three broad philosophy of technology views were widely held by participants, including an instrumental view (...) of technology, technological optimism, and a technological determinist perspective that sees technological change as inevitable. Technology leaders were guided by two main approaches to technology decision making in cognitive dissonance with each other, represented by the categories Educational goals and curriculum should drive technology, and Keep up with Technology (or be left behind). The researcher concluded that as leaders deal with their perceived experience of the inevitability of technological change, and their concern for preparing students for a technological future, the core category Keep up with technology (or be left behind) is given the greater weight in technology decision making. A risk is that this can on occasion mean a quickness to adopt technology for the sake of technology, without aligning the technology implementation with educational goals. (shrink)

This chapter analyzes two facets of mindfulness for servant leadership of B-Corporations, which is an emerging form of social enterprise. One facet concerns inner states and motivations for leading business for non-instrumental reasons. This facet encompasses an ethics-in-practice dimension alongside of merely theoretical approaches, a dimension well suited for leadership of B-Corps, whose governance structure places ethics and sustainability at the center of the non-instrumental quest for the creation of social value and respect for human rights (...) by business enterprises. The motivation for care of the mindful servant leader matches the investors’ expectations of social impact for the firm. The other facet concerns leadership decisions and actions fulfilling the mission of B-Corporations in creating social value alongside of economic value for a broad spectrum of stakeholders. Concerning this second facet, mindfulness is vitally involved in that servant leaders pay attention to the whole business and its explicit social benefit, not just this or that element of the firm’s operations. The chapter advances two arguments. The first argument—tied to the first facet—posits that the virtue of mindfulness contributes a key element of non-instrumental motivation for leadership generally missing from extant leadership approaches. The second argument—tied to the second facet—addresses the decision-making side of mindfulness. It asserts that the virtue of mindfulness is especially poised to equip servant leadership for the B-Corporation movement for two vital challenges: balancing demands from multiple stakeholders; and assimilating multiple criteria and values—both financial and non-financial. (shrink)

The role of leadership in the twenty-first century is challenging and varied, with changes often impacting across national borders. Leadership is a process, involving reciprocal influence. It has shortcomings and limitations, but in optimum conditions it can harmoniously harness and synthesize relevant knowledge, make sense of environmental features and changes, and co-generate new knowledge, usually in response to strategic demands and exigencies. Leadership responsibilities are all encompassing and require a holistic overview. Participatory action research is the chosen (...) methodological vehicle, supported by various research instruments. There is ongoing active engagement, including with a non-governmental organisation ABC, where the researcher has an advisory role. (shrink)

This study empirically tests a sequential mediation model that links ethical leadership with employees’ unethical behaviour. The corruption index for countries is used as the moderator, because it represents both the instrumental ethical climate and the employee displacement of responsibility embedded in society’s ethical standards. A total of 175 participants comprising 41 teams (134 dyads) across 13 countries participated in a dyadic two-wave survey. The findings show that ethical leadership has an indirect influence on the avoidance of (...) unethical behaviour by reducing the instrumental ethical climate and by negating the displacement of individuals’ responsibility. In addition, the results also show that this process is not sensitive to the countries’ corruption levels. Such findings suggest that organizations are less prone to adjust their ethical standards to the environment than is usually expected. Accordingly, ethical leaders of MNCs may be instrumental in counteracting any corruptive pressure in the social environment, and likewise, non-ethical leaders may be a contributing factor to fostering corrupt organizations in a society that otherwise values ethical principles in business. (shrink)

Recent studies have identified practical wisdom as a critical area for exploration in the domains of management and leadership. This paper delves into the cultivation and manifestation of practical wisdom in leadership, emphasizing the potential of narratives as an efficacious tool, as corroborated by academic literature. Employing practical wisdom theory and a refined analytical model, we examine the role of narratives as a key instrument for practically wise leaders. Through the provision of theoretical underpinnings and empirical evidence, our (...) study seeks to elucidate the tripartite interconnectedness of practical wisdom, narratives, and leadership. Subsequently, a conceptual model is developed and illustrated, outlining the relationship between narratives and practical wisdom across diverse leadership contexts. This analysis positions practical wisdom as a fundamental guidance for leaders’ narrative practices. Acknowledging the paper’s conceptual focus, we discuss the practical and theoretical implications of the proposed model and advocate for empirical inquiry to further enhance understanding of narrative practices in practically wise leadership. (shrink)

A partir del registro etnográfico correspondiente a un curso de Liderazgo en una escuela de negocios del Gran Buenos Aires, este trabajo aborda la relación entre los objetivos educacionales (el «para qué» de la enseñanza), el contenido (el «qué» de la enseñanza) y las acciones e interacciones dentro del aula. Intenta mostrar la tensión que se establece entre la lógica de la eficiencia –que estructura la tarea del sistema educativo– y la lógica vincular de un «imaginario managerial» (Alonso y Fernández (...) Rodríguez, 2006) que tácitamente condiciona la actividad de docentes y cursantes.From the ethnographic record of a Leadership course in a Business School close to Buenos Aires, this article analyzes the relationship among educational goals (purposes of teaching), content (topics to be taught) and interactions in the classroom. It attempts to underscore the tension between the instrumental rationality grounded in the educational system and the relational rationality underlying a «managerial imaginery» (Alonso y Fernández Rodríguez, 2006) which tacitly conditions teaching and learning activities. (shrink)

The purpose of this study was to determine if an instrument could be developed to measure spiritual engagement. The study resulted in the Spiritual Engagement Instrument concept comprised of four factors that included the following: worship that explained 57.8% of the variance and Cronbach’s alpha of.94, meditation that explained 12.7% of the variance and Cronbach’s alpha of.96, fasting that explained 9.58% of the variance and Cronbach’s Alpha of.98, and rest that explained 5.16% of the variance and Cronbach’s alpha of.99. The (...) four factors together explain 85.24% of the variance. The four spiritual engagement scales within the Spiritual Engagement Instrument show significant correlation with other similar but different measures of spirituality, the Brief Multidimensional Measure of Religiousness/spirituality scale and Daily Spiritual Experience Scale, confirming convergent validity. A supplemental validation study was performed using CFA, p <.001, CFI =.98, TLI =.97, RMSEA =.06). This SpEI offers researchers a tool that might be used as a pre-/post-test measure in conjunction with a spiritual development program or to measure effects of the four factors of spiritual engagement with other social constructs such as job satisfaction, normative commitment, or leadership behaviors. Ethical behavior may be influenced by individual worldview and underlying religious practices, so the SpEI offers a validated instrument to study the cycle of behaviors, attitudes, and beliefs of spiritual practices that may influence ethics. (shrink)

If managerial leadership means deciding responsibly in a complex situation, the ethical dimension of leadership — besides its analytical and instrumental aspects — has to be clarified. I present and discuss several essential aspects of managerial ethical leadership: (a) some major presuppositions (the concepts of leadership and responsibility), (b) three normative-ethical tasks of the activity of leadership (perceiving, interpreting and creating reality — being responsible for the effect of one's decisions on the human beings (...) concerned — being responsible for the implementation of corporate goals) and (c) some claims on the leader as a subject responsible for his or her own activities. I shall conclude by adding some reflections on the limits of managerial ethical leadership. (shrink)

To build a culture of integrity in a HE institution, innovative approaches are needed to enhance education of research ethics and integrity. In addition to educating students, understanding is needed on how to facilitate for those who lead others. The focus is on early-career researchers as future REI leaders. The current study sheds light on how learning and REI leadership competencies evolve during scaffolded collaborative research ethics training for this target group. The study combines new instruments as part of (...) holistic DBR. Data was collected from 3 groups of experienced researchers attending 3 training sessions in the form of written group reports and group discussion recordings. Qualitative deductive analysis was utilised for monitoring the learning process, scaffolding patterns, and display of REI leadership principles. Also, quantitative analysis was applied to group discussion data, displaying the nature of collaboration. Results imply that collaborative case-based role play format is effective in training future REI leaders. All groups displayed high levels of understanding. Combining ECRs and researchers with leadership experience supported knowledge building in the groups by bringing in various perspectives. Even though groups required different amounts of scaffolding, the nature was similar: maintaining goal orientation, highlighting critical features and redirecting learners. Learning analytics of collaboration indicated that the person with leadership experience was not necessarily the most active participant nor took the role of a ‘group leader’. Still, it was mostly that person who displayed leadership competencies thus supporting other group members to develop leadership aspects. (shrink)

In response to the severe lack of leadership assessment tools in the Chinese context, the Service Leadership Behavior Scale was developed based on the Service Leadership Model proposed by Po Chung, the co-founder of DHL International. Utilizing responses from 4,486 Hong Kong undergraduates, this paper reports the findings of a validation study on the Short-Form Service Leadership Behavior Scale (SLB-SF-65). Previous findings based on exploratory factor analysis revealed a six-factor 48-item solution (SLB-SF-48). With the removal of (...) ten items, confirmatory factor analysis showed that the final 38-item scale (SLB-SF-38) possessed excellent psychometric properties and factorial stability based on multigroup invariance analyses. The SLB-SF-38 also exhibited excellent reliability and convergent validity. Overall speaking, the present study underscored the utility of the SLB-SF-38 as an objective assessment instrument of service leadership behavior in the education, research and personnel training contexts. (shrink)

Academic incivility can create divisiveness and affect learners’ sustainability towards degree attainment. Therefore, there is a need to empirically assess learner views on what constitutes academic incivility in higher education. To fill this gap, we developed the Incivility Indicators Instrument (i3), a multifaceted scale that measures the extent to which students view cumulative behaviors and dynamics as instances of academic incivility. To examine the reliability and factor structure of the i3, we conducted a two-part study with two samples of adults (...) in the United States who were enrolled in higher education programs. In study 1 (N = 342), we conducted an exploratory factor analysis (EFA) and found the initial three-factor structure. In study 2, we administered the instrument to a validating sample (N = 510) and examined the stability of the three-factor model and scores through confirmatory factor analysis (CFA). In this study, we describe the results of the study, provide implications, and discuss future directions. (shrink)

This volume offers a holistic, empirically grounded examination of the factors which influence educational leaders' ethical judgments in their day-to-day work in schools. Drawing on a range of quantitative studies, the text utilizes organizational psychology to explore multiple ethical paradigms. It considers social aspects including ethnicity, gender, hegemony-minority relations, and leadership styles which influence and drive ethical judgment patterns employed by educators and principals. The book ultimately demonstrates the Ethical Perspectives Instrument (EPI) as an effective tool for the assessment (...) of various ethical viewpoints and their interactions, suitable for application to diverse cultures and socio-educational circumstances. An important study of the leaders' ethics and preparation in handling marginalized populations, this book will be valuable for academics, researchers, and graduate students working in the fields of educational leadership, organizational psychology, and the sociology of education. (shrink)

Although a growing body of research has shown the positive impact of ethical leadership on workplace deviance, questions remain as to whether its benefits are consistent across all situations. In this investigation, we explore an important boundary condition of ethical leadership by exploring how employees’ moral awareness may lessen the need for ethical leadership. Drawing on substitutes for leadership theory, we suggest that when individuals already possess a heightened level of moral awareness, ethical leadership’s role (...) in reducing deviant actions may be reduced. However, when individuals lack this strong moral disposition, ethical leadership may be instrumental in inspiring them to reduce their deviant actions. To enhance the external validity and generalizability of our findings, the current research used two large field samples of working professionals in both Turkey and the USA. Results suggest that ethical leadership’s positive influence on workplace deviance is dependent upon the individual’s moral awareness—helpful for those employees whose moral awareness is low, but not high. Thus, our investigation helps to build theory around the contingencies of ethical leadership and the specific audience for whom it may be more influential. (shrink)

Scholars have emphasized that decisions about technology can be influenced by philosophy of technology assumptions, and have argued for research that critically questions technological determinist assumptions. Empirical studies of technology management in fields other than K-12 education provided evidence that philosophy of technology assumptions, including technological determinism, can influence the practice of technology leadership. A qualitative study was conducted to a) examine what philosophy of technology assumptions are present in the thinking of K-12 technology leaders, b) investigate how the (...) assumptions may influence technology decision making, and c) explore whether technological determinist assumptions are present. The research design aligned with Corbin and Strauss qualitative data analysis, and employed constant comparative analysis, theoretical sampling, and theoretical saturation of categories. Subjects involved 31 technology directors and instructional technology specialists from Virginia school districts, and data collection involved interviews following a semi-structured protocol, and a written questionnaire with open-ended questions. The study found that three broad philosophy of technology views were widely held by participants, including an instrumental view of technology, technological optimism, and a technological determinist perspective that sees technological change as inevitable. The core category and central phenomenon that emerged was that technology leaders approach technology leadership through a practice of Keep up with technology (or be left behind). The core category had two main properties that are in conflict with each other, pressure to keep up with technology, and the resistance to technological change they encounter in schools. The study found that technology leaders are guided by two main approaches to technology decision making, represented by the categories Educational goals and curriculum should drive technology, and Keep up with Technology (or be left behind). As leaders deal with their perceived experience of the inevitability of technological change, and their concern for preparing students for a technological future, the core category Keep up with technology (or be left behind) is given the greater weight in technology decision making. The researcher recommends that similar qualitative studies be conducted involving technology leaders outside Virginia, and with other types of educators. It is also recommended that data from this or other qualitative studies be used to help develop and validate a quantitative instrument to measure philosophy of technology assumptions, for use in quantitative studies. (shrink)

This paper details efforts by the Purdue School of Engineering and Technology at Indiana University Purdue University Indianapolis to create a single instrument for honors science, technology, engineering and mathematics students wishing to demonstrate competence in the IUPUI Principles of Undergraduate Learning and Accreditation Board for Engineering and Technology Engineering Accreditation Criterion and Technology Accreditation Criterion 2, a through k. Honors courses in Human Behavior, Ethical Decision-Making, Applied Leadership, International Issues and Leadership Theories and Processes were created along (...) with a specific menu of activities and an assessment rubric based on PUL’s and ABET criteria to evaluate student performance in the aforementioned courses. Students who complete the series of 18 Honors Credit hours are eligible for an Honors Certificate in Leadership Studies from the Department of Organizational Leadership and Supervision. Finally, an accounting of how various university assessment criteria, in this case the IUPUI Principles of Undergraduate Learning, can be linked to ABET outcomes and prove student competence in both, using the aforementioned courses, menu of items, and assessment rubrics; these will be analyzed and discussed. (shrink)

When the International Atomic Energy Agency (IAEA) began operations in 1958, one of its first routine tasks was to create and circulate a brief non-technical periodical. This article analyses the creation of theIAEA Bulletinand its circulation during its first years. It finds that diplomatic imperatives both in IAEA leadership circles and in the networks outside them shaped the form and appearance of the bulletin. In the hands of the IAEA's Division of Public Information, the bulletin became an instrument of (...) science diplomacy, its imagery conveying the motivations for member states to strengthen ties with the IAEA, while simultaneously persuading them to accept the hierarchies and geopolitical logics implicit in those relations, as well as to endorse the central position of the IAEA as a clearing house and authority of globally circulating nuclear objects and information. (shrink)

Nae Ionescu is one of the most influential and controversial Romanian thinkers. The present article explores a less used perspective in studying Nae Ionescu’s philosophical, political and journalistic activity: the philosophical roots of his major political ideas. The anti-democratic position of Nae Ionescu was, theoretically explained, by the criticism to Rene Descartes and J.J. Rousseau’s ideas. The individual is supposed to be an instrument of history and nation. Any individualizing tendency is allegedly a betrayal to the nation. Moreover, the leader (...) has mystical prerogatives therefore the universal suffrage is not consistent. On its turn, the nation is not defined on the basis of the social contract. Nation is “a community of love and life”, in Nae Ionescu’s opinion. Nae Ionescu’s beliefs largely influenced the right-wing Romanian ideology during the years between First and Second World Wars. (shrink)

Business leaders are increasingly responsible for the societal and environmental impacts of their actions. Yet conceptual views on responsible leadership differ in their definitions and theoretical foundations. This study attempts to reconcile these diverse views and uncover the phenomenon from a business leader’s point of view. Based on rational egoism theory, this article proposes a formal mathematical model of responsible leadership that considers different types of incentives for stakeholder engagement. The analyses reveal that monetary and instrumental incentives (...) are neither sufficient nor necessary for business leaders to consider societal and environmental stakeholder needs. Non-monetary and non-instrumental incentives, such as leaders’ values and authenticity, as well as their planning horizons, counterbalance pure monetary and instrumental orientations. The model in this article complements the growing body of research on responsible leadership by reconciling its various conceptual views and providing a foundation for future theory development and testing. (shrink)

This article describes the development and validation of a scale specifically designed to measure one's propensity for Objectivism. The scale developed in this article assesses metaphysics, epistemology, ethics, and politics. A three-stage process of scale development results in a multidimensional scale that largely supports Rand's original conception of the construct in the United States and Lithuania. Several challenges are identified, including problems with select items referencing specific political preferences and addressing notions of a higher being. Prospects for future research are (...) identified, including tests for associations between Objectivism and individual factors such as leadership style, organizational commitment, and job performance. (shrink)

Dialogic spaces for kindness in higher education, located in the ‘critical corridor talk’ of informal leaders positioned quietly in the background in many universities, are a form of moral Resistance in an era excessively dominated by the values of some of the harsher exponents of economic rationalism. This is a secret language of dialogic resistance, to be found under the radar, tucked away in the blindspots of formally recognised Communication. It stoically challenges an arguably unhealthy obsession with efficient management, Market/marketisation (...) and economic proficiency at any cost that is, in some institutions, promoted by the harder managerial taskmasters symbolically represented in the concept of ‘homo economicus’. This chapter argues that such ‘understage’ dialogic spaces for kindness are emerging slowly but with progressively firm resistance to challenge unhealthy forms of managerial Instrumental/instrumentalism in some low Trust/trustworthiness/self-trust situations in a stratified UK higher education system. The accumulation of such spaces is occurring almost invisibly, in a subtle, persistent manner, like a soft, repetitive reminder of the need for human values, gently but relentlessly aiming to compensate for and wash away the mistakes, confusion and suffering bound up in poor management. This theoretical chapter, informed by empirical data, discusses the need to recognise this quiet form of understated kindness as a pre-eminent but under-recognised quality, currently marginalised in a higher education system more overtly focused on self-promotion, targets, outputs and League tables than on the Well-being of staff and students. Drawing from leadership data and Autoethnography observations, I argue that this informal, resistant academic critique is gradually questioning economically-driven ‘command and control’ Managerialism. The Critical Corridor Talk model proposed here and elsewhere builds on Barnett’s concept of ‘critical being’, to theorise the ways in which academic staff find relief from hard-nosed forms of management by sharing moments of truthful dialogic Communication, kindness and Empathy for colleagues in the ‘critical corridor talk’ of informal distributed leadership networks. ‘NegativeNegative capability’ is a form of self-reflexive Resistance against the ‘false necessity’ of performative goals demanded by neoliberalist economic management. Resistant informal leadership challenges the manufactured performativity of higher education environments where some in power overstep the acceptable roles of good management. Yet to foster Trust/trustworthiness/self-trust, such resistant leadership needs to ensure it continually practises both kindness and correct moral principles itself. (shrink)

This paper extends Being-centered and spiritual leadership theory using non-self from the Buddhist philosophy to further our understanding of how inner life functions as the source of spiritual leadership. While spiritual leadership theory has received widespread acceptance and considerable empirical support, its developmental process and potential for being used to pursue self-centered ends remain underdeveloped. Drawing on non-self from the Buddhist emptiness theory, we identify different egoistic forms of attachment at each level of being that can lead (...) to forms of suffering in spiritual leadership. Then we show how leaders operating at lower levels of being can fall into the trap of practicing a form of pseudo-spiritual leadership that is overly focused on self-centered or instrumental purposes and economic rationality. We then introduce mechanisms to move beyond pseudo-spiritual leadership practices and discuss implications for future theory, research, and practice. (shrink)

This article applies a critical femininities perspective to the concept of women’s leadership, interrogating the market-oriented instrumentalization of femininity. The author presents empirical research consisting of in-depth interviews conducted with young women leaders in European student organizations. These participants juggle complicity and subversion as they negotiate the divergent expectations of femininity and leadership through interpersonal interactions and sociocultural positionalities. In these narratives the themes of social responsibility, difference, femininity, culture and embodiment are interlaced. The analysis of findings complicates (...) monolithic interpretations of femininity by evidencing intra-categorical fracturing, multiplicity in locations and manifestations of femininities, conflicting attachments and affective relations to femininity, and broader geopolitical contextualization. This theoretically and practically challenges tropes of hegemonic femininity, and presents opportunities for resistance. On this basis the author argues for countering the feminist trouble of engaging with non-transgressive femininity from within strongly normative spaces in the development of critical femininity studies. (shrink)

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’ conduct. (...) Aim this research is directed to explore the impact of post-COVID-19 workplace ostracism on nurses’ counterproductive behavior and examine the role of moral leadership as a mediating factor in post-COVID-19 workplace ostracism and nurses’ counterproductive behavior. Ethical consideration Ethical review and approval Was received from Ethical Committee at the Faculty of Nursing, Alexandria University, Egypt. Methods A cross-sectional and correlation study was implemented in all units of medical, surgical, critical and intensive care units by using three tools; moral leadership questionnaire, Workplace Ostracism Instrument (WOS), and Counterproductive Work Behaviors Questionnaire (CWBs). A convenient sample of 340 from 699 bedside nurses was granted. Results This study revealed that nurses’ perceived moderate mean percent (55.49 ± 3.46) of overall workplace ostracism and counterproductive behavior (74.69 ± 6.15). However, they perceived a low mean percentage of moral leadership. There was a significant positive correlation between workplace ostracism and counterproductive behavior. Otherwise, a significant negative correlation was found between moral leadership, workplace ostracism and counterproductive behavior. Also, this study proved the mediating effect of moral leadership in decreasing workplace ostracism by 79.3% and counterproductive behavior by 36.7%. Conclusion Hospital administrators need to be aware of the significance of moral leadership and apply integrity in the clinical setting to reduce the drawback of isolation on nurses' conduct and increase value for the organization as a whole and nurses in particular. (shrink)

Under normal circumstances the church would function as an agent of change and transformation, but this article focuses on the church herself that needs radical change if she is to remain relevant in mission and ministry in this current era. Clericalism and the centralisation of hierarchical control can be identified as the root causes of institutional pathology and weakening collegiality. To address clericalism may require the adjustment of seminary training, as in the current system seminarians are nurtured in a sense (...) of separateness, promoting male-ego and feed gender exclusivity and doctrinal self-righteousness. While the seminary was once an instrument of reform in the Catholic Church, established to counter problems such as clerical concubinage and illiteracy, but now it is no longer suitable as it has become the forum that breeds other problems. Priority attention should be paid to purge the church of rampant clericalism, discriminatory scapegoating of gay persons, marginalisation of free thinkers, exclusion of women priests, the perceived moral laxity of family life issues and reception of communion by divorced Catholics without the benefits of annulment. Discrediting the personal authority of the pope is hardly an enlightened option. What ought to be transformed is the centralisation of control and allowing increased localised dominion whereby crises such as sexual abuse scandals could be addressed and solved more speedily and liberally, and limit the need to go to the top for solutions. To wait for centralised, hierarchal structures to deal with urgent issues is not desirable, as speedy accountability is needed to address issues that hurt the church in its entirety. (shrink)

The research analyzes the process of formation of the ethics committee as a new institution in the system of regulation of genetic research. The external factors of this process are the increasing digitalization of medical and research practices, as well as the special situation that is developing in the field of genomic research and the use of genetic technologies, where issues of philosophy, jurisprudence and administration have generated many fundamentally new, and sometimes unexpected contexts. The author shows the similarity and (...) difference of approaches to the inclusion of the ethics committee in the national regulatory systems of different countries and determines the prospects for further integration of the new institution into normative and administrative-regulatory and law enforcement practices. The research applies all the main methods of system analysis and structural and functional analysis, as well as the comparative legal method. At the stage of generalization of empirical material, the author turns to the means and methods of philosophical phenomenology and phenomenological sociology. The study revealed that the ethics committee may have different institutional and regulatory functions in a variety of management and legal systems. Being hybrid in nature, the ethics committee performs various functions, and in various state legal systems and traditions it can combine elements of legislative, executive and judicial power. At times, the ethics committee may go beyond the scope of both a purely administrative and exclusively legal regulator. All this indicates that the integration of this institution into the legal system and into a variety of social practices is far from being completed. (shrink)

The objective of this article is to demonstrate how the historical debate between materialism and idealism, in the field of Philosophy, extends, in new clothes, to the field of Quantum Physics characterized by realism and anti-realism. For this, we opted for a debate, also historical, between the realism of Albert Einstein, for whom reality exists regardless of the existence of the knowing subject, and Niels Bohr, for whom we do not have access to the ultimate reality of the matter, unless (...) conditioning it to the existence of an observer endowed with rationality, position adopted in the Interpretation of Complementarity – posture that was expanded in 1935 when Bohr assumed a “relationalist” conception, according to which the quantum state is defined by the relationship between the quantum object and the entire measuring device. This is an extremely important debate, as it further consolidates the results of nascent Quantum Mechanics, guaranteeing Bohr the leadership of the orthodoxy based on the interpretation of complementarity. Here, when dealing with Quantum Theory, we will not make any distinction between the terms Quantum Physics, Quantum Theory or Quantum Mechanics. The entire discussion will be held under the name “Quantum Theory”. Theory that tries to analyze and describe the behavior of physical systems of reduced dimensions, close to the sizes of molecules, atoms and subatomic particles. We hope that the reader will appreciate the genius of these two titans in this field of Physics when they magnificently formulate the arguments that support the object of their defenses. (shrink)

As Kant claimed in the Groundwork, and as the idea has been developed by Korsgaard 1997, Bratman 1987, and Broome 2002. This formulation is agnostic on whether reasons for ends derive from our desiring those ends, or from the relation of those ends to things of independent value. However, desire-based theorists may deny, against Hubin 1999, that their theory is a combination of a principle of instrumental transmission and the principle that reasons for ends are provided by desires. Instead, (...) they may say, there is just one principle, a principle of, if you will, instrumental transmutation: if one desires the end, then one has reason to take the means. See the discussion of General Production, in section 8, for a doubt about this. (shrink)

You should be specific, but also explain the context and relevance of the term. (Each ID is worth 5 points).