Servant leadership has been theorized as a model where the moral virtue of humility co-exists with action-driven behavior. This article provides an empirical study that tests how these two apparently paradoxical aspects of servant leadership interact in generating follower engagement, while considering the hierarchical power of the leader as a contingency variable. Through a three-way moderation model, a study was conducted based on a sample of 232 people working in a diverse range of companies. The first finding (...) is that humble leaders showed the highest impact on follower engagement regardless of their hierarchical position. Less humble leaders in lower hierarchical positions seem to be able to compensate for that through a strong action-oriented leadership style. Most notably for leaders in high hierarchical positions, the moral virtue of humility seems to strengthen the impact of their action-oriented leadership the most. These findings provide empirical support and a better understanding of the interplay between the moral virtue of humility and the action-oriented behaviors of servant leadership. (shrink)

Servant leadership has been theorized as a model where the moral virtue of humility co-exists with action-driven behavior. This article provides an empirical study that tests how these two apparently paradoxical aspects of servant leadership interact in generating follower engagement, while considering the hierarchical power of the leader as a contingency variable. Through a three-way moderation model, a study was conducted based on a sample of 232 people working in a diverse range of companies. The first finding (...) is that humble leaders showed the highest impact on follower engagement regardless of their hierarchical position. Less humble leaders in lower hierarchical positions seem to be able to compensate for that through a strong action-oriented leadership style. Most notably for leaders in high hierarchical positions, the moral virtue of humility seems to strengthen the impact of their action-oriented leadership the most. These findings provide empirical support and a better understanding of the interplay between the moral virtue of humility and the action-oriented behaviors of servant leadership. (shrink)

This study examines the relationship between procedural justice and employee job insecurity, and the boundary conditions of this relationship. Drawing upon uncertainty management theory and ethical leadership research, we hypothesized that procedural justice is negatively related to job insecurity, and that this relationship is moderated by ethical leadership. We further predicted that the moderating relationship would be more pronounced among employees with a low power distance orientation. We tested our hypotheses using a sample of 381 workers in (...) Macau and Southern China. The results support all of our hypotheses. The implications of these results for research and practice are discussed. (shrink)

Outlines the key concepts in the work of Foucault, showing how his concepts of discourse, of power/knowledge, and of governmentality offer a way to understand how ideas of educational leadership and management have emerged, how they serve to establish a discipline, and how they construct individuals in particular ideological ways.

The relationship between education and democratic development has been a growing theme in debates focussed upon public education, but there has been little work that has directly related educational leadership to wider issues of freedom, politics and practice. Engaging with ELMA through the work of Hannah Arendt enables these issues of power to be directly confronted. Arendt produced texts that challenged notions of freedom and politics, and notably examined the lives of people, ideas and historical events in ways (...) that are pertinent to the purposes and practices of education. This significant volume examines the main texts in the Arendt library and explains each of the key ideas and how they can enable critical thinking about knowledge production and practice in educational leadership. The analysis draws upon a range of exemplars and empirical projects from the field of educational leadership, investigating utility issues regarding Arendt's ideas, and engaging with the debates concerning her insights and contribution. Included in the book: -using Arendt to think about ELMA -the relationship between policy and practice, and organisation and leadership -critiques of the Vita Activa and Vita Contemplativa -thinking with and against Arendt. Gunter uses the work of Arendt to challenge the purposes and practices of intellectual work, with a view to developing perspectives on the responsibility for research and ideas. The book will be of value to all those working and researching in the field of Educational Leadership, Management and Administration. (shrink)

Pierre Bourdieu was one of the most important thinkers of the twentieth century. He argued for, and practiced, rigorous and reflexive scholarship, interrogating the inequities and injustices of modern societies. Through a lifetime's explication of the ways in which schooling both produces and reproduces the status quo, Bourdieu offered a powerful critique and method of analysis of the history of schooling, and of contemporary educational polices and trends. Though frequently used in educational research, Bourdieu's work has had much less take (...) up in Educational Leadership, Management and Administration. Educational Leadership and Pierre Bourdieuargues that ELMA scholars have much to gain by engaging more thoroughly with his work. The book explains each of the key terms in Bourdieu's thinking tool kit, showing how the tripartite concepts of field, habitus and capitals offer a way through which to understand the interaction of structure and agency, and the limits on the freedom of an individual - in this case an educational leader - to act. Educational Leadership and Pierre Bourdieuoffers an analysis of dominant trends in ELMA research, examining the kinds of questions asked, projects undertaken and methods used. It provides alternative questions and methods based on a Bourdieusian approach, further readings and a range of exemplars of the application of these tools. The book will be of interest to those whose primary focus is the utility of Bourdieu's social theory. (shrink)

This paper raises some fundamental questions about two of the most important issues in the world today: first, questions about the nature and relationship between power, responsibility and leader ship. Second, how this is related to the whole subject of learning. The core of the debate about leadership should be more about how and what we learn about responsibility, rather than the traditional preoccupation with power. If we want to improve the quality of life in the twenty-first (...) century, the one thing that we have to do today is to try to improve the quality of our learning. Why we learn? How we learn? What we learn? What we do with that learning? (shrink)

Prior to his renewed incumbency, as the fourth Prime Minister ofMalaysia, Mahathir Mohamad was able to remain in power for amore prolonged period compared to his predecessors. He was actively involvedin galvanizing political action immediately after the independence of Malaysiaand did not abandon active politics until his 2003 resignation. Under Mahathir’sleadership and guidance, Malaysia made remarkable economic and politicalprogress. He oversaw many innovations in the fledgling democracy and wasable to develop the country due to his exceptional leadership qualities. (...) His styleand attitude towards engaging with problems, particularly his stance during theAsian Monetary Crisis in 1997, was highly criticized by some, and labelled asdictatorial. This stigma did not detract him from the path he considered rightfor Malaysia, and under his leadership he garnered worldwide appreciation forhis national efforts and success in overcoming the economic crisis. Mahathiris undeniably an excellent case study as a prime minister, as well as a highly productive person. He contributed to a better understanding of modernMalaysia and his own tenure as PM in a series of books and articles. One ofthe significant aspects of his political heritage is his influential charisma andleadership. In all of his undertakings he has attracted both passionate supportand hatred from friends and foes, but his political footsteps have always beencertain and directed toward Malaysia’s national wellbeing. Mahathir is apolitician with sharp views on many issues and he was profoundly brave inverbalising them in the public arena, within Malaysia and internationally. Hisclear posture and speeches without fear made him a world-embracing politicalpersonality. This descriptive research study adopts a qualitative approach toanalyse historical information, documents, memoirs and articles, and books tobetter understand the leadership of Mahathir. (shrink)

Whether, how and when do leaders engage in ethical leadership as a response to status threat? We propose that leaders facing status threat are likely to develop ethical leadership behaviors toward subordinates. Drawing on power dependence theory, we theorize that experiencing status threat augments leaders’ dependence on subordinates who can provide them with status-relevant resources. Dependence on subordinates further motivates leaders to absorb the resource constraints through displaying ethical leadership. However, if leaders are able to obtain (...) alternative resources to cope with status threat, their dependence on subordinates is weakened. We conducted two studies to test the predictions. Using a moderation-of-process design, Study 1 found that when participants experienced status threat, they displayed more ethical leadership behaviors, but particularly so when their reward structure was team- rather than individual-based. Study 2 was a field study using a sample of 104 teams from two Chinese firms listed in the “Top 500 private enterprises in China.” We found that leaders who experienced more status threat were perceived to be more ethical by their subordinates, which was mediated by leaders’ perceptions of dependence on subordinates. The mediated effect was stronger for leaders who were less skilled in networking. Implications for theory on the contextual factors of ethical leadership, dependence, and status threat are discussed. (shrink)

The purpose of this article is to introduce a model of value-based leadership. The model is based on tensions among values, interests, and power ; and tensions that take place within and among citizens, workers, and leaders. The VIP-CWL model describes the forces at play in the promotion of value-based practice and formulates recommendations for value-based leadership. The ability to enact certain values is conditioned by power and personal interests of communities, workers, and leaders of organizations. (...) People experience internal conflicts related to VIP as well as external conflicts related to disagreements with the CWL. Value-based practice is predicated on the ability to alleviate these tensions. Leaders have 4 main roles in promoting value-based practice: clarify values, promote personal harmony among VIP, enhance congruence of VIP among CWL, and confront people and groups subverting values or abusing power to promote personal interests. (shrink)

This paper compares attitudes towards achievement and power orientation as between Turkish, British and Irish managers and discusses the issue from a business ethics point of view. The concept of achievement and power orientation and its impacts on business ethics is discussed. This research is part of a larger cross‐cultural study that examines leadership styles and managerial attitudes in Britain, Turkey and Ireland. Intensive structured interviews were conducted for data gathering process. Results revealed that Irish and Turkish (...) managers show a higher achievement orientation level than their British counterparts. On one hand this situation may give some advantages to Turkish and Irish managers in developing leadership qualities, on the other hand, it can also lead to some difficulties in ethical business practices. Therefore, corporate social responsibility becomes a more important issue to be pursued in Turkey and Ireland. British and Irish managers, however, showed a higher power orientation level than Turkish managers. The low level of power orientation of Turkish managers can be explained by cultural and historical conditions that still affect modern Turkish society. Previous cross‐cultural studies support the results of this paper. (shrink)

Lifelong learning is crucial for professionals to continuously develop and update their knowledge and skills, and for organizations to create and sustain competitive advantage. In this regard, feedback seeking is a powerful vehicle to gain new knowledge and insights in one’s development and performance. The current research dives deeper in the concept of feedback seeking by investigating the act and use of feedback as well as multiple feedback seeking methods. Leadership as a contextual factor can affect employees’ feedback seeking (...) behavior. As such, this study also explores the role of learning leadership for feedback seeking. Learning leadership supports, facilitates and encourages employees’ professional development. To address these aims, two independent studies were conducted. Study 1 was a quantitative, survey study that investigated the direct relationship between learning leadership and feedback seeking. Study 2 was a qualitative, interview study that explored which concrete learning leadership behaviors were linked to different methods of feedback seeking. The findings confirmed the pivotal role of leaders in employees’ feedback seeking behavior and provided an overview of concrete learning leadership behaviors. (shrink)

This study investigated ethical leadership and staff innovative behaviour in Nigeria. The aims of this study are to find out the relationships that exist among ethical leadership and staff innovative behaviour. This study also seeks to find the level of practice for the parts in ethical leadership and staff innovative. Quantitative research design was adopted in the study. Sample of 350 participants were randomly selected from the sample university in line with Research Advisor, table of determining sample (...) size of known population. Pearson correlations and linear regression analysis were used to analyze the collected data. The findings show that leadership integrity, power sharing and fairness positively and significantly correlated with staff innovative behaviour. The result also shows that staff innovative behaviour can be influenced by ethics behaviour of academic leaders. In order to improve staff innovative behaviour and development of universities, academic leaders must demonstrate high standards of professional conduct, encourage an open and transparent culture, develop framework that will encourage staff to work together irrespective of their race, gender, religion or age, as well as demonstrate effective fairness in terms of unbiased evaluation of staff performance. If all these are put in place, staff innovative behaviour will be achieved. (shrink)

Workplace aggression has been established as a prevalent and detrimental issue in organizations. While numerous studies have documented the important role of leaders in inhibiting or accelerating workplace aggression, a systematic overview of the associations between different leadership styles and workplace aggression as well as its boundary conditions is still lacking. This study reports a meta-analysis investigating the associations between leadership and workplace aggression. Drawing on data from 165 samples, our results revealed that change-oriented, relational-oriented, and values-based and (...) moral leadership were associated with reduced workplace aggression. In contrast, passive and destructive leadership were associated with increased workplace aggression. Importantly, relative weights analyses revealed that ethical leadership was most strongly negatively associated with workplace aggression. Additionally, moderation analyses revealed that the associations between leadership and workplace aggression were, in some cases, moderated by power distance and rating sources, but independent of measurement time lag. Overall, the findings of this meta-analysis highlight the important associations between leadership and workplace aggression. Implications for future research and policy recommendations aiming to reduce workplace aggression are discussed. (shrink)

Contemporary discussions about the nature of leadership abound. But what constitutes a good leader? Are ethics and leadership even compatible? -/- Accounts of leadership often lie at either end of an ethical spectrum: on one end are accounts that argue ethics are intrinsically linked to leadership; on the other are (Machiavellian) views that deny any such link-intrinsic or extrinsic. Leadership appears to require a normative component of virtue; otherwise 'leadership' amounts to no more than (...) mere power or influence. But are such accounts coherent and justifiable? -/- Approaching a controversial topic, this series of essays tackles key questions from a range of philosophical perspectives, considering the nature of leadership separate from any formal office or role and how it shapes the world we live in. (shrink)

The literature on leadership is increasingly supporting the power of digital leadership in promoting corporate innovation. In spite of this, digital leadership is a noticeable omission from the literature. As such, in this study, we developed a model based on a resource-based view and social information processing theory to examine the roles of digital entrepreneurial orientation and digital organizational culture in the relationship between digital leadership and exploratory innovation. We examined the moderating role of big (...) data analytics capabilities according to a resource-based view and dynamic capability theory. Using a time-lagged survey data of 401 followers and 88 leaders, the results show that digital leadership has a positive impact on exploratory innovation; digital entrepreneurial orientation and digital organizational culture mediate the positive relationship between digital leadership and exploratory innovation; and and mediating effect is positive moderated by big data analytics capabilities. Thus, in this study we are not only responding to the call to strengthen digitalization research in organizations but also further deepening our understanding of the path from digital leadership to exploratory innovation. These findings have theoretical implications for the literature on leadership and managerial implications for practitioners. (shrink)

"No matter who you are or what you aim to achieve, power determines whether you succeed or fail. But while power dynamics permeate every interaction in the workplace, the concept is very poorly understood or managed in practice. Everyone has influence over some people and is under the influence of others, and must choose how to deal with these realities in daily interactions. This book offers a comprehensive and applied understanding of power in a professional scenario: where (...) it comes from, how it moves and what that means in practice for how professionals work together. Drawing on numerous recent case studies, this book offers a toolbox that anyone can apply, including explanations of the different forms of power, the two ways power can move between parties, the perils of power, how to create accountability, the intersection of power and ethics, and tools for maintaining power relationships with both superiors and subordinates. It provides employers and employees alike the means to understand, manage, and exert the power necessary to control their own circumstances."-Provided by publisher. (shrink)

In what must be ranked as a foremost classic of twentieth-century political philosophy, George Santayana, in the preface to his last major work prior to his death, makes plain the limits as well as the aims of Dominations and Powers: "All that it professes to contain is glimpses of tragedy and comedy played unawares by governments; and a continual intuitive reduction of political maxims and institutions to the intimate spiritual fruits that they are capable of bearing." Completed at midpoint in (...) the century, but serving as his final masterpiece, Santayana's volume offers an ominous account of the weakness of the West, and its similarities in substance if not always in form with totalitarian systems of the East. Few analyses of concepts, such as government by the people; the price of peace and the suppression of warfare; the nature of elites and limits of egalitarianism; and the nature of authority in free societies, are more comprehensive or compelling. This is a carefully rendered statement on tasks of leadership for free societies that takes on added meaning after the fall of communism. (shrink)

A classic work of political philosophy, Niccolò Machiavelli’s The Prince provides rulers with a how-to guide for governing. Though at times controversial in his approach, Machiavelli’s influential text remains a standard on the politics of governance with a renewed relevance in the turmoil of today’s contentious political landscape. Widely held as one of the first works of modern political philosophy, The Prince is a practical guide for ruling (or a satirical guide on how not to rule). Machiavelli prefaces each chapter (...) with a brief letter addressed to Lorenzo de’ Medici, the ruler of Florence, to whom he also dedicates the book, both admonishing and praising him for his governance. In simple prose and straightforward logic, Machiavelli takes on topics of power, politics, and war that continue to bear contemporary pertinence. The Prince offers moderns readers a first-hand look at the causes and ramifications of poor governing in sixteenth century Italy, which are still applicable over five centuries later. Machiavelli’s extreme views on the separation of politics and ethics in governance has frightening parallels to a disconcerting trend in current global politics. (shrink)

Ethical leadership skills are crucial for professionally competent engineers working in a global context. This article explores the possibility of integrating a non-Western ethical tradition of Confucian ethics into the teaching of ethical leadership in engineering ethics. First comes a brief discussion of the historical origins of Confucianism and its persistence in contemporary Chinese culture. Second is a conceptualization of the major aspects of Confucian ethical leadership including moral power, role modeling, and meritocratic ethical leadership, (...) introducing a prevalent approach to developing ethical leadership in the Confucian tradition: self-cultivation. The practice of self-cultivation often includes three interrelated processes: observation, reflection, and practice. The Confucian development of ethical leadership goes through four different moral psychological stages: beginner, developing learner, junzi, and sage. Finally, I discuss potential implications of the Confucian understanding of ethical leadership for teaching engineering ethics. (shrink)

Paternalistic leadership, which is not Western origin, that combines benevolence and authority, is prejudiced and associated with traditionality by Western researchers. In the context of Hofstede's cultural dimensions, the dominant view in the literature is that the paternalistic leadership is more prevalent in feminine, collective, high power distant, and high uncertanity avoidance organizations. Based on literature, this study analyazes the relationship between these dimensions of culture and paternalistic leadership tendency of employee. For that purpose, research was (...) carried out in Sakarya University, where both traditional and Western administration approaches are assumed to be integrated. As a result of the questionnaire applied to both academic and administrative staff of the university, it was determined that individualism-collectivism, power distance and masculinity-femininity dimensions are effective on paternalist leadership tendency. Also, it was found that there is a statistically significant relationship between the participants’ gender and their paternalist leadership tendency. (shrink)

This article is based on a keynote address delivered at the annual meetings of the North American Society for Social Philosophy. It chronicles the story of my hire as the Dean of Arts and Sciences at Marquette University, and the subsequent revocation of that deanship in reaction to pressure from conservative Catholic sources. This is a story about religion, leadership, sexuality, and politics. In these comments, I describe the case, offer an analysis of the event based on the logic (...) of a cultural politics of belonging and exclusion within a religious framework, and suggest a critique of forms of institutional power whereby diversity is intentionally cultivated in accordance with the Jesuit educational mission and then betrayed when it becomes controversial. (shrink)

Leadership plays an essential part in creating competitive advantage and well-being among employees. One way in which formal leaders can deal with the variety of responsibilities that comes with their role is to share their responsibilities with team members (i.e., shared leadership). Although there is abundant literature on how high-quality peer leadership benefits team effectiveness (TE) and well-being, there is only limited evidence about the underpinning mechanisms of these relationships and how the formal leader can support this (...) process. To address this lacuna, we conducted an online survey study with 146 employees from various organizations. The results suggest that an empowering leadership style of the formal leader is associated with higher perceived peer leadership quality (PLQ) on four different leadership roles (i.e., task, motivational, social, and external leader). In addition, formal leaders who empower their team members are also perceived as better leaders themselves. Moreover, the improved PLQ was in turn positively related to TE and work satisfaction, while being negatively related to burnout. In line with the social identity approach, we found that team identification mediated these relationships. Thus, high-quality peer leaders succeeded in creating a shared sense of “us” in the team, and this team identification in turn generated all the positive outcomes. To conclude, by sharing their lead and empowering the peer leaders in their team, formal leaders are key drivers of the team’s effectiveness, while also enhancing team members’ health and well-being. (shrink)

This paper reviews a number of huge challenges to ethical leadership in the twenty-first century and concludes that the need for global ethical leadership is not merely a desirable option, but rather – and quite literally – a matter of survival. The crises of the recent past reveal huge, and in some cases criminal, failures of both ethics and leadership in finance, business and government. We posit that mainstream economic theory’s construct of ‘homo economicus’ and its faith (...) in the ‘invisible hand’ of the market constitute deeply flawed foundations upon which alone policy may be built and, farthermore, that these problematic foundations exert substantial shaping power over the institutional and discursive landscapes in which international business is transacted. Analogously, we argue that dominant approaches to business ethics and corporate social responsibility are, if not incorrect, at least in need of revisiting in terms of questioning their basic assumptions. Instead of the smugness of Western (especially Anglo-American) attitudes towards other ways of thinking, valuing and organising, it appears clear that openness, cooperation and co-creation between the developed and developing worlds is a basic prerequisite for dealing with the global challenges facing not just leaders, but humanity as a whole. This objective of stimulating discussion between dominant and marginal voices has guided our selection of papers for this Special Issue. We have thus included not only representatives of research from within the parameters of mainstream business ethics, IB or leadership scholarship, but also innovative contributions from fields such as military history, information technology, regulation, spirituality and sociology. (shrink)

Previous research has shown that virtuous leader behavior in the form of benevolent leadership has considerable impact on employee creativity. However, little is known as to how and under what conditions these constructs are linked. In the current research, we proposed and tested a moderated mediation model positing leader–member exchange as a mediator, and employee power-distance orientation as a moderator of this relationship. Two studies were conducted to test our hypothesized model. In Study 1, repeated measured data collected (...) from 284 Chinese employees in an information technology company demonstrated that benevolent leadership had a lagged effect on LMX. In Study 2, analyses of multisource and lagged data from 391 Chinese employees in 42 research and development teams, and their direct supervisors indicated that benevolent leadership was positively related to supervisor-rated employee creativity via LMX. In addition, the relationship between benevolent leadership and LMX was stronger for employees high in power-distance orientation. Theoretical implications of benevolent leadership’s research and practical contributions concerning promoting creativity in organizations where benevolent leaders prevail are also discussed. (shrink)

Hastings Center Report, Volume 52, Issue S1, Page S39-S41, March‐April 2022.

This paper explores how power relations are enacted and negotiated in the largely under-researched non-hierarchal leadership constellation of distributed leadership. Drawing on more than 300 hours of audio-recorded interactions of a corpus of interdisciplinary research group meetings, we analyse how members of a team that does not have an officially assigned leader or chair regularly draw on teasing thereby enacting and reflecting, as well as sometimes challenging existing power relations. Findings show that the highly ambiguous discursive (...) strategy of teasing enables all members, regardless of their official role or position, to contribute to the team’s leadership performance. However, findings also show that although teasing has the potential to facilitate more collaborative approaches to leadership, the ways in which power is actually enacted in our data resembles more traditional hierarchical leadership constellations. (shrink)

We focus on moral climates through case studies of three state owned enterprises (SOEs) in a South China City. In Company A, a shipbuilding company, the general manager persuaded the supervisory bureau to allow him to replace the old top management team with managers chosen on merit, and who supported his desire for reforms. He exercised transformational leadership, established internal rule of law, cultivated a spirited moral climate, and achieved turnaround. At Company B, a financial services conglomerate, the general (...) manager exploited strong political connections, enfeebled the governance structures, and with two subsidiary barons proceeded to milk company resources. That, and a large contingent of sleeping incumbents (idle protégés), bred a moral climate overrun by corruption, dereliction of duty and hubris. Bankruptcy was not averted. Hotel X, a subsidiary of company B, was a partial machine bureaucracy; its moral climate characterised by punishment avoidance and lack of spirit. A headquarters power bloc and the sleeping incumbents whom they protected prevented a law abiding, equity sensitive general manager from improving performance, and he lost heart. From these cases, we build a model of the relationship between moral leadership, institutional superstructure, internal governance and control systems, enterprise moral atmosphere, and performance. (shrink)

Despite medical leaders’ increasing acceptance of the idea that the whole person should be the focus of care, empirical studies show clinicians generally remain focused on narrower goals: disease categories, standardized treatment procedures, and objective measurements of health improvements. We assume doctors want to do a good job, consistent with their perception of the goals and norms of their profession, so they practice medicine based on the illusion that clinical medicine is “knowledge treating disease,” not people treating people. We believe (...) that doctors’ seeming reduction of patients to clinical objects results from not seeing themselves as leaders for their patients or accepting their constructive power in clinical encounters. (shrink)

In this article I draw upon the social ontologies developed by John Searle, Roy Bhaskar, Margaret Archer and Tony Lawson in order to distinguish between power and leadership. To do so, I distinguish the different organizing principles behind natural phenomena, collective phenomena and institutional phenomena, and argue that an understanding of those different organizing principles is essential to a clearer conceptualization of power and leadership. Natural power and cultural power, as I argue, depend upon (...) the organizing principles of natural phenomena, and differ depending on whether those organizing principles have been transformed by humans, in which case it becomes cultural power, or not, in which case it simply is natural power. Leadership emerges with the ability of making other humans share mental states through collective intentionality. Institutional power, in contrast, is connected to the creation of a deontology of rights and obligations that provide what Searle calls desire-independent reasons for action. (shrink)

We sought to expand on the concept of the moral self to include not just the duty to develop the moral self but the moral duty to develop the self in both moral and non-moral ways. To do this, we focused on how leaders can promote a climate in which individuals feel a sense of duty to develop themselves for the betterment of the team and organization. In our theoretical model, duty orientation plays a key role in determining whether followers (...) will seek performance feedback to develop their work selves. We hypothesized that followers with ethical leaders would experience a greater sense of duty to improve themselves and would therefore be more likely to seek and less likely to avoid leader feedback. Drawing on social learning theory, we hypothesized that duty orientation would mediate the relationship between ethical leadership and feedback-seeking/feedback-avoiding behavior, expert power would moderate the relationship between ethical leadership and duty orientation such that duty orientation would be higher when followers perceived their leader to be both highly ethical and competent, and expert power would moderate the indirect effect of ethical leadership on feedback-seeking/feedback-avoiding behavior through duty orientation. We tested our hypotheses using a sample of 249 followers across two waves of data collection. Results suggest that ethical leadership and leader competence interact to drive followers’ duty orientation, thereby reducing followers’ feedback-avoiding behaviors. Further, ethical leadership had a direct positive relationship with followers’ feedback-seeking behaviors. (shrink)

This book contributes to the literature on the ethical use of power and political skills to lead whole system change within school districts.

Fox, Patricia The first time I heard the words 'Never waste a catastrophe!', they were spoken with an Australian accent during a hearing at the United Nations, in New York, May 2013. The topic was 'Sustainability and the Future of the Planet'. The speaker was describing how a recent catastrophic drought in Australia had provided an unexpected opportunity: it had enabled the disastrous state of the entire Murray-Darling River System to begin to be restored to health. He argued that such (...) had been the political stasis on this critical issue that only a mammoth disaster such as this was able to begin the processes necessary to unlock it. (shrink)

Introduction : setting the stage for the research narrative -- Foucauldian props for data interpretation and representation i -- Foucauldian props for data interpretation and representation ii -- Data analysis choices and the crisis of representation -- Data analysis choices and the fictional representation of narrative -- Raising the curtain on sunnyside college -- The performance of collegiality -- The fluidity in the emerging relations of power -- The unfolding of leadership distribution -- Bringing down the curtain? -- (...) Presenting conclusions and theorisations : the quasi-final stage. (shrink)

A life in context -- Traces on parchment -- From the world to God -- The crisis of christendom -- Beyond christendom.

This study proposes and tests a model that integrates ethical leadership, internal social capital, and firm performance in small- and medium-sized family firms at different generational stages. Using the upper echelons theory and the social capital perspective of familiness, this study shows that ethical leadership can explain the effectiveness of certain behaviors in relation to family firm performance. Moreover, social capital helps spread a leader's business ethics to firm members, thus improving the family firm's performance. Our results show (...) that founders' personalities and identities determine high internal social capital, which decreases over generations. The study also shows that internal social capital is a communicative element crucial to ethical leadership, facilitating the absorption of the culture and values of the family in the firm. This powerful resource should be promoted and supported by coherent behavior over time by senior leaders. (shrink)

Examines the moral and political philosophies of John Locke in comparison with his predecessors and contemporaries such as Hobbes and Filman.

Evil remains a primary source of inquiry in contemporary literature of French expression, even among its most secular writers. In considering French-speaking authors from France, Belgium, the United States, the Maghreb, and Sub-Saharan Africa, this collection delineates a rich international perspective on some of the most disturbing events of our time. Each essay testifies to the urgency expressed in works of fiction to give an account of human catastrophes, from the Shoah and the Rwandan genocide to the terrorist attacks of (...) September 11, and the ongoing oppression of women in Islamic nations. Themes underlying this volume include an investigation into the origins of evil, its representations in writing, and the ethical responsibilities of authors who write on human suffering. Contemporary fiction on evil confronts us with fundamental questions: Can evil be attributed to intentionality, is evil "subconscious," or is it the result of impersonal forces? Which styles of writing are ethically appropriate or effective for depicting evil? Can we speak of a veritable "poetics of evil" shared by contemporary authors? When does a literary text on evil become "evil"? In providing informed and nuanced answers to these important questions, the scholars engage in crucial theories of psychoanalysis, post-structuralism, and post-modernism, address a number of issues raised by trauma and genocide studies, and draw from critical frameworks in literary theory on testimony, the limits of representing the extreme, and "transgressive" writing. (shrink)

The article considers Max Weber’s model of plebiscitary leadership and historical examples of plebiscitary democracy. It is argued that there is no clear distinction between plebiscitary democracy and dictatorship inWeber’s writings. As Stefan Breuer demonstrates, such a distinction allows us to broaden the application of Weberian concepts. Plebiscitary elements can be seen in the political life of non-Western states, which have been discussed from the multiple modernities perspective. However, while that perspective develops the Weberian sociological tradition, its representatives mostly (...) do not use the concept of plebiscitary leadership. Thus, Shmuel Eisenstadt draws primarily on Weber’s sociology of religion in his analysis of different types of modernity. Specifically, Eisenstadt considers the impact of civilizational legacies on political processes in India and Latin America. Peter Wagner discusses the relevance of Weber’s rationalization thesis and theory of capitalism rather than the concepts of Weberian political sociology. In his study of democratization in Brazil and South Africa, Wagner emphasizes the progressive character of political changes but does not consider the possibility of a reversal of these processes. The article argues that the contemporary reconstruction of Weber’s model of plebiscitary leadership can complement the analyses of democratization in non-Western societies from the multiple modernities perspective. (shrink)