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Ethical Leaders: An Essay about Being in Love
Abstract
What it means to be an ethical leader is the focus of this paper. Leadership is more than an affair of the head, but fundamentally also one of the heart. Leaders are in love. Four essential and practical considerations are presented for discovering, developing, and using this perspective.
... We like, accept and welcome. Kouzes and Posner (1992) cited Ferris (1988) helping to achieve the best of which everyone is capable.' When we love, we cease to be a threat or potential cause of any problem to a person. ...
... In one significant study, Dierendonck and Patterson (2015) argued for a proposition that 'a leader's compassionate love is related to a stronger virtuous attitude in terms of humility, gratitude, forgiveness and altruism.' Kouzes and Posner (1992) observed that besides head, leadership is also basically an affair of the heart. In fact, they stated, 'Leaders are in love.' ...
... These questions give us the following research objectives: To describe love as a competency which is based on some fundamental principles and to propose a simple model of leadership by love that may be universally applicable. (Fromm, 1956), Growing (Bell, 2010), Setting Free (Covey 1989;Ferch, 2004), Taking Action (Ferris 1988;Kouzes & Posner 1992;Khandelwal & Mehta 2015), Treating Equal (Mandela, 1995), Valuing (Khandelwal & Mehta, 2016). Specific findings and observations by these researchers and authors have been discussed later in this paper. ...
‘Innovation’ is now a globally accepted business strategy and a core competence required across
sectors both in the traditional, contemporary as well as the emerging market companies, be them
a startup or a fast-growing multinational. Innovation is expected and demanded not only from
those who are directly responsible for designing and producing products or services but equally
from those who manage various business functions at its helm and lead the people working with
them. While there have been a lot of discussions on how engineers, designers and operational
managers can and should innovate, there has apparently been less focus on innovation in general
by leaders who sit at the helm of corporate affairs and in particular the Sr. Executives in Human
Resource Function. Leaders too need to evolve and innovate in their leadership style. Given the
widely accepted characteristics of 21st century business environment being uncertain, ambiguous,
unpredictable and full of discontinuous change, leaders of global, multinational and domestic
organizations need a leadership approach or paradigm which enables them to lead their people and
organizations to sail through such situations and sustain meaningfully. Also, there is an acute need
for leading people & teams with diverse background in multi-cultural environment. This
conceptual paper puts forth one such largely unstated yet some practiced paradigm of successful
leadership. It’s practiced or found mostly in the social sector and usually avoided, misunderstood
or unheard of in the corporate or business world. The proposed concept focuses on leadership. The
concept intends to universalize and simplify the task of understanding ‘leadership’ and it’s in continuation of past research efforts on leadership by numerous scholars. It suggests practicing the
competency of ‘love’ which is different than physical attraction and which is expressed in
psychological, emotional, spiritual & philosophical forms, as a native way to lead. It proposes
thirteen fundamental principles which cover various motives, traits, attitudes, behaviour and
actions of a leader which may come under this native and umbrella competency called ‘love’. To
support the idea, it points to several researches and few examples from history and contemporary
society. Some such leaders have been demonstrating the competency of ‘love’ either in part or in
full, as described here. Thus, it wants to highlight the competency of love which can be consciously
practiced and how it can be a universal source of leadership present in all of us waiting to be
realized through the power of love.
Key Words: Love, Leadership Innovation, Paradigm, Leader
Link: https://www.scmspune.ac.in/journal/pdf/current/Paper%204%20-%20Nishant%20Khandelwal.pdf
... Barnard (1938) was one of the first theorists to discuss factors contributing to the success of the leader. However, the world is much different today than in 1938, and many researchers have developed new theories about what makes an effective leader including theorists such as Drucker (1967), Heifetz (2002, Kotter (1999), Mintzberg (1973, and Kouzes and Posner (1992;1997;. ...
... According to Spector, nine values were shown to be distinct when the factor analysis was conducted, representing the nine sub-categories of the survey instrument. Since the tool was initially validated and tested for reliability it has been used in multiple academic research studies, which have since helped to further validate the survey as an excellent method for collecting and analyzing data in relation to job satisfaction (Puderbaugh, 2006;Martin, 2006;Kouzes & Posner, 1992;Bass & Avolio, 1992). ...
Technical colleges are experiencing high levels of annual turnover and retirement among faculty, staff,and administrators. Job satisfaction among employees in these institutions is therefore of vitalimportance to leadership that must increasingly work to understand and address factors of jobsatisfaction and turnover.
... There are a number of secular attempts to morally ground neighborly love in the work setting by linking neighborly love to another moral concept. Kouzes and Posner (1992) argue that love constitutes the soul of ethical leadership, and Caldwell and Dixon (2010) argue that love is one of the critical values of the modern leader. Okpala and Caldwell (2019) see love as part of the heart of ethical stewardship, while Van Dierendonck and Patterson (2015) claim that compassionate love is a cornerstone of servant leadership. ...
... It is an affection in the sense that the valuing is active (Fromm, 1956), true (Fromm, 1956), genuine (Van Dierendonck & Patterson, 2015), and warm (Barsade & O'Neill, 2014;Liao, 2006). Figuratively speaking, the valuing is done by one's heart (Klein, 2002;Kouzes & Posner, 1992;Velleman, 1999) and even wholeheartedly (Clough, 2006). The term "affective valuing" resonates well with the term "affective trust," which is trust from the heart (Chua et al., 2008). ...
Much has been written about the general moral duty to love one’s neighbors. In this article, I explore the specific application of this moral duty in the work setting. I argue from a secular perspective that individuals have the moral duty to love their stakeholders. Loving one’s stakeholders is an affective valuing of the stake-related values these stakeholders pursue and as such is the real recognition of one’s stakeholders as stakeholders and of oneself as a stakeholder of one’s stakeholders. This moral concept of stakeholder love offers promising contributions to stakeholder theory, leadership theories, and ethical theories in general and business ethics theories in particular.
... There has also been a number of attempts from a secular perspective to morally ground other-directed love in the work setting. For example, Kouzes and Posner (1992) argue that love constitutes the soul of ethical leadership because it creates the desire to see followers grow, be their best, and become independent of the leader. Caldwell and Dixon (2010) argue that love, forgiveness, and trust are critical values of the modern leader because they create connections to and touches the hearts of followers. ...
... It is an affection in the sense that the valuing is active (Fromm, 1956), true (Fromm, 1956), genuine ( Van Dierendonck & Patterson, 2015), and warm (Barsade & O'Neill, 2014;Liao, 2006). Figuratively speaking, the valuing is done by one's heart (Klein, 2002;Kouzes & Posner, 1992;Velleman, 1999) and even wholeheartedly (Clough, 2006). The term "affective valuing" resonates well with the term "affective trust," which is trust from the heart (Chua, Ingram, & Morris, 2008). ...
Much has been written about the general moral duty to love one’s neigh-bors. In this article, I explore the specific application of this moral duty in the work setting. I argue from a secular perspective that individuals have the moral duty to love their stakeholders. Loving one’s stakeholders is an affective valuing of the stake-related values these stakeholders pursue and as such is the real recognition of one’s stakeholders as stakeholders and of oneself as a stakeholder of one’s stakeholders. This moral concept of stakeholder love offers promising contributions to stakeholder theory, leadership theories, and ethical theories in general and business ethics theories in particular.
... • Integrity (honesty, trustworthiness, character, convictions) • Competence (capable, productive, efficient, professional) • Leadership (inspiring, decisive, providing direction) Transformational leadership requires trust of followers which is earned when they perceive their leader as honest and possessing integrity (Bass 1990;Carlson and Perrewe 1995). Trust is built and maintained by transformational leader by walking the talk, through patterns of actions consistent with espoused values (Kouzes and Posner 1992), and behavioral integrity (Simons 1999). ...
... They vary widely in nature and size and the type of goods and services they provide. [47,48,49,50,51] Public sector enterprises are usually owned and controlled by the federal or state governments, headed by ministers appointed by the government. The appointment of the ministers is usually political and most of the ministers are posted to enterprises where they know little or nothing about. ...
The main objective of the study was to compare management disruptions and business growth in both public and private sector enterprises. It involved four public sectors and four private sector enterprises, which comprised 221 respondents from staff and management of the enterprises as the sample size for the study. A stratified sampling technique was adopted for the study. Validated structured questionnaires were used for data collection. The statistical techniques adopted for processing the data and testing the hypotheses for this study were comparing mean using independent samples t-test via the use of statistical package for social science (SPSS) software version 21. Descriptive statistics and frequency analysis was used to explain the tables of the various variables. The mean response was tested using a student t-test. The findings of the study revealed that personal values which is the first variable revealed that there is no significant difference in ethical leadership and business growth between the Public and Private enterprises (Sig = .728, P>0.05). Similarly, Social values which is the second variable showed that there is no significant difference in management disruptions and business growth between the Public and Privateenterprises (Sig =.238, P>0.05). Moral values which is the third variable showed that there is also no significant difference in management disruptions and business growth between the Public and Private enterprises (Sig =.007,P>0.05). The study concluded that the leadership of the public and private enterprise should have the ethical values, interpersonal qualities and capabilities to carry out the different tasks as needed by the organizations. Hence, the study recommended that the efforts in promoting management disruptions practices in public and private enterprises must start and be perceptible at the top of the organization.
... al. (2010); Bello (2012); personality characteristics (Mihelic, et. al. (2010), or love (Kouzes & Posner (1992). In this context the moral values of the leader of a corporation determines whether the organization is ethical or unethical. ...
... Ethical leaders guide their institutions with integrity, respect, and fairness. Kouzes and Posner (1992) queried employees around the world about the most important value they looked for in a leader and honesty was first on the list. According to Tschannen-Moran (2004), principals who engage with others in an honest manner are perceived as capable of competent decision-making. ...
... Ethical leaders guide their institutions with integrity, respect, and fairness. Kouzes and Posner (1992) queried employees around the world about the most important value they looked for in a leader and honesty was first on the list. According to Tschannen-Moran (2004), principals who engage with others in an honest manner are perceived as capable of competent decisionmaking. ...
The purpose of this study is to highlight the significance of ethical leadership in educational institutions and explore the teachers’ perception concerning the ethical leadership behaviors of school principals. This study is conducted with a quantitative approach using a survey method and was limited to (437) teachers who worked at public and private schools in Hafr Al Batin city in Saudi Arabia. The survey consisting of 36 items was used to investigate teachers’ perceptions about their principals’ ethical leadership behaviors. Data were analyzed using descriptive statistics, such as percentage, mean, and standard deviation. The results have shown that the level of ethical leadership, including justice, power-sharing, clarity of roles, people orientation, integrity, and ethical guidance, is high at the significance level of α<0.05 from the teachers’ perspective in Hafr Al Batin. The results are discussed, and the recommendations are made based upon the data analysis and conclusion.
Keywords: Leadership, school principals, ethical leadership.
... Ethical leaders guide their institutions with integrity, respect, and fairness. Kouzes and Posner (1992) queried employees around the world about the most important value they looked for in a leader and honesty was first on the list. According to Tschannen-Moran (2004), principals who engage with others in an honest manner are perceived as capable of competent decision-making. ...
The purpose of this study is to highlight the significance of ethical leadership in educational institutions and explore the teachers’ perception concerning the ethical leadership behaviors of school principals. This study is conducted with a quantitative approach using a survey method and was limited to (437) teachers who worked at public and private schools in Hafr Al Batin city in Saudi Arabia. The survey consisting of 36 items was used to investigate teachers’ perceptions about their principals’ ethical leadership behaviors. Data were analyzed using descriptive statistics, such as percentage, mean, and standard deviation. The results have shown that the level of ethical leadership, including justice, power-sharing, clarity of roles, people orientation, integrity, and ethical guidance, is high at the significance level of α<0.05 from the teachers’ perspective in Hafr Al Batin. The results are discussed, and the recommendations are made based upon the data analysis and conclusion.
Keywords: Leadership, school principals, ethical leadership.
... We are cautious in our superior raw materials, superb technical skills and distinguished efficacy. Kouzes and Posner (1992) argue that there is high degree of agreement between corporate culture and cultural education. Individual members have received cultural education from childhood. ...
This paper focuses on the earnings management and the culture of China Time‐honoured Brand. It shows that the accrual earnings management and real earnings management of China Time‐honoured Brand are significantly lower than other enterprises. The transmission mechanism between culture and corporate earnings management comes from the executives' culture infiltration. Property rights and incentive compatibility have significant moderating effect on the relationship between China Time‐honoured Brand and earnings management. From the quantitative point of view, this paper supplements the function of China Time‐honoured Brand culture in overcoming the problem of corporate information distortion and points out also the transmission mechanism and adjustment factors. On the one hand, it helps to deepen the understanding of the cultural factor and corporate financial behaviour, and on the other hand, it provides the direct evidence about the influence of Chinese excellent traditional culture to the small companies. The article helps to understand the relationship between traditional culture, corporate culture and corporate financial behaviour and its mechanism of action, which has an important practical significance.
... From this perspective, ethics consists of a series of principles for leaders making better decisions (Hitt, 1990), always knowing that his mission is to serve and support others, based on compassion as behavior that should guide his passion for leading (Kouzes & Posner, 1992). Therefore, a person is ethical when lives his life according to habits consistent with his principles, beyond the fulfillment of moral minimums (Murphy & Enderle, 1995); when bases his action on the development of self-awareness and selfregulation seeking the excellence (Zhang et al., 2012); and when follows the path of virtue (Lee, 1996). ...
Los objetivos de este artículo son los siguientes. Primero, mostrar que la percepción del líder sobre la realidad define si está enfocado en ser o hacer. En segundo lugar, mostrar que los estilos éticos de liderazgo asociados con la forma en que los líderes manifiestan altos niveles de desarrollo moral afectan la toma de decisiones éticas. En tercer lugar, proporcionar una visión integradora del papel del liderazgo organizacional basado en las contribuciones de la filosofía oriental y occidental en la gestión empresarial, y cómo estas visiones afectan la percepción de los seguidores sobre la efectividad de la gestión. En cuarto lugar, mostrar que los atributos masculinos y femeninos influyen en la percepción de los empleados sobre la gestión de la efectividad. Termina con la propuesta de un modelo conceptual -para ser probado en futuras investigaciones-, que nos permite comprender cómo la percepción del líder sobre la realidad afecta la toma de decisiones éticas, y esto a su vez afecta la forma en que los seguidores perciben la eficacia del líder administración.
... Northouse (2007) has defined leadership as a process by which leader can influence the group of people or individuals to achieve the common goal. Integrity and honesty are the determinants of leadership effectiveness which are important for a leader (Kirkpatrick, et al., 1991;Kouzes, et al., 1992;Posner, et al.,1992). So as a leader to be effective he or she needs to be honest and moral truthful, which also basic of an Ethical Leader. ...
Employees are the most dynamic asset of any organization. This asset will be more useful if employees are committed to their organization. Organizational leader have a primary role in establishing ethical guidelines and behavior. They influence subordinates' behavior by rewarding ethical behavior and influencing by ethical behavior. Ethical leaders are the harbinger of increasing commitment among employees. The objective of this study is to investigate the role of ethical leadership on employee commitment. This study found that ethical leadership increases the employee commitment toward organization. Trust and perceived organizational support (POS) plays mediating role of this relationship. This study work based on current literature and various research findings so as to ignore the real field study.
Keywords: Ethical leadership, Employee commitment, Trust, Perceived organizational support (POS)
... A leader who is honest both, with himself and others inspires trust that encourages followers to take responsibility. Kouzes and Posner (1992) have conducted a research around the world by asking employees on what are the attributes that they most value or require from a leader as well as what would it take for them to follow the leader willingly. Findings of this research have proven that honesty (integrity, trustworthiness) is the first on the list. ...
Automotive industry globally has experienced scandals and unethical issues which led to many negative consequences such as company losses, cases of travail government intervention, financial downturn and vehicle recalls. This study emphasises on the importance of ethical leadership in the automotive industry. The article starts with a discussion on scandals that have recently happened in the automotive industry, followed by a description on ethical leadership. Explanation on the characteristics of ethical leadership and related leadership theories are also highlighted. Traits, value and integrity are among the characteristics mentioned in the study. The concept of Islamic Spiritual Leadership for leaders to be morally guided and more ethical is proposed in the present study. The five dimensions proposed in the Islamic Spiritual Leadership concept are Islamic knowledge, patience, consultation (Shura), empowerment and trustworthiness.
... The fifth and final leadership practice, identified by Kouzes and Posner, is encouraging the heart. "Leadership is more than an affair of the head, but fundamentally also one of the heart" [14]. Encouraging the heart is the second most often used leadership practice of the five according to Harvey [3] and it recognizes that accomplishing goals takes hard work and dedication. ...
Kouzes and Posner’s Leadership Practices Inventory (LPI) is a 360-degree assessment, which includes both self and observer assessment tools, that examines a leader’s use of transformational leadership techniques. While the LPI has been used extensively in the business and education fields, it has not been widely used within the law enforcement community. This review of the literature examines the research leading to the development of the Leadership Challenge Model’s five practices, the development of the LPI, the validity and reliability of the LPI, and the LPI’s limited use in the law enforcement profession. This review is intended to clarify the applicability of the LPI to measuring the transformational leadership practices of law enforcement leaders at all levels.
... Ethical leaders must be both strong moral manager and moral person" De Hoogh and Den Hartog (2009) "Ethical leadership is defined as the process in which a leader influences group activities to the organizational goals attainment in a socially responsible way" Theresa Watts(2008) "Ethical leadership is leadership that is directed by respect for ethical beliefs and values and maintains the dignity and rights of others" G. Yukl (2006) "Ethical leadership is a construct that appears to be ambiguous and includes various diverse elements" Michael E. Brown (2006) "It is related to concepts such as trust, honesty, consideration, charisma and fairness" Freeman and Stewart (2006) "Ethical leaders speak to us about our identity, what we are and what we can become, how we live and how we could live better" Brown and Trevino (2006) "Ethical leadership must include the characteristics of both the 'moral person' and 'moral manager'" Kanungo (2001) "An ethical leader must engage in the righteous acts and avoid harmful acts to others, and their actions must be based on altruistic motives rather than on selfcentered" Thomas (2001) "An ethical leader is a person living up to principles of conduct that are crucial for him. To be an ethical leader, one needs to adhere to a universal standard of ethical behavior" Gini (1997) "A leader would be considered ethical when he/she does not intent to harm others and always respects all the affected parties' rights" Kouzes and Posner (1992) "Ethical leadership can be viewed in terms of healing and energizing powers of love, recognizing that leadership is a reciprocal relation with followers. Leader's mission is to serve and support, and his passion for leading comes from compassion" Guy (1990) "Leading ethically is believed to be a process of inquiry -asking questions about what is right and what is wrong and a mode of conduct -setting the example for followers and others about the rightness or wrongness of particular actions" For developing the in-depth understanding of ethical leaders' personality, Mihelic et al., (2010) and Zanderer, (1992) also stated a list of dominant personality traits which differentiate the ethical leaders from unethical leaders as shown in Table II. ...
Purpose
The purpose of this paper is to understand the growing construct of ethical leadership and its related concepts that focus on the importance of the moral aspect of leadership. It focuses on the idea of ethical leadership, personality attributes of ethical leaders and develops a conceptual framework including various propositions related to the antecedents and outcomes of ethical leadership.
Design/methodology/approach
This is a review paper based on a synthesis of leadership literature from existing research journals and articles on ethical leadership. Authors analyzed selected papers on ethical leadership to propose a conceptual framework that shows the antecedents and outcomes of ethical leadership.
Findings
An ethical leader is one who strongly believes in following the right set of values and ideals in their decisions, actions and behavior. One has to be honest with high integrity, with people orientation and communicates assertively. Among the other attributes of an ethical leader, one needs to be responsible for taking unbiased decisions in benefit and overall interest of people and organization. This ethical leadership plays a vital role in developing positive outcomes such as followers’ organizational commitment and organizational identification. Trust in leadership can moderate this relationship.
Practical implications
This paper offers opportunities for researchers to explore discoveries in leadership style and also helps to understand the ways the organizations can develop ethical leaders at the workplace. An effective and efficient leader integrates ethics with leadership and thus makes its presence felt and emerges as a role model to play a more positive and valuable role in an organization.
Originality/value
This paper helps the strategist and educators to conceptualize ethical leadership and its framework including leaders’ ideal traits, similarities and differences of ethical leadership with other leadership styles and its role in developing positive outcomes in an organization. It presents a framework of ten testable propositions about ethical leadership that are relevant for both the practitioners and the scholars.
... Integrity, fairness, and honesty have been considered as the key elements of leadership effectiveness in both public and private sector organizations (Kouzes and Posner 1992). Since past decade, the adaptation of systematic approaches to illustrate and examine the meanings of ethical leadership and its consequences has been given more attention (Fehr et al. 2015;Hassan et al. 2014). ...
This study aims to investigate the effect of ethical leadership on employee attitudes (affective commitment and job satisfaction) and to examine the role of psychological empowerment as a potential mediator of these relationships. In total, 467 employees in Chinese public sector completed surveys across three separate waves. Confirmatory factor analysis and structural equation modeling were used to test hypotheses. The paper found a positive relationship between ethical leadership and both employee attitudes and further reveals that psychological empowerment fully mediates the relationship between ethical leadership and affective commitment while partially mediates the relationship between ethical leadership and job satisfaction. Testing of above relationships via a mediated approach is novel and contributes to the research on ethical leadership.
... Encouraging the heart is the second most often used leadership practice of the five according to Harvey (2004), and it recognizes that accomplishing goals takes hard work and dedication. According to Kouzes and Posner (1992), "leadership is more than an affair of the head, but fundamentally also one of the heart" (p. 479). ...
The purpose of this study was to investigate the leadership style preferences of law enforcement supervisors throughout the United States. Data were collected from 597 respondents using an adapted version of the Vannsimpco Leadership Survey (VLS). ANOVA tests and post-hoc, pairwise comparisons using independent t-tests found statistically significant differences in the preferred leadership styles of law enforcement leaders at all rank levels. The democratic-transformational style was found to be the most preferred leadership style across all independent variables, while the laissez-faire style was the least preferred style. Spearman’s rs tests produced perfect correlations between the chief executive, senior leader, and middle manager ranks, (rs [9], 1, p < 0.001) and positive correlations between the first-line supervisor rank and all other rank categories, (rs [9], 0.983, p < 0.001). ANOVA tests of the remaining independent variables revealed no significant differences, indicating they have little to no effect on leadership style preference.
... Ethical leadership can be viewed in terms of healing and energizing powers of love, recognizing that leadership is a reciprocal relation with followers. Leader's mission is to serve and support their strive for leading comes from compassion (Kouzes & Posner, 1992). ...
... Love is perceived as behaviors demonstrating commitment to the long-term welfare, growth, and wholeness of others (Peck, 2003). Ethical leaders sustain others by that same love (Kouzes & Posner, 1992) and that commitment of love reflects authentic and genuine caring which creates a powerful bond and lasting followership (cf. Atwijuka & Caldwell, 2017). ...
Transformative Ethics, a newly established ethical model that incorporates twelve other ethical perspectives, is briefly described in this paper and the life of Jesus Christ is used as a model for that perspective. The paper summarizes the fundamental ideas of each of the twelve widely-accepted ethical perspectives and gives examples that demonstrate behaviors that have application in the individual lives of leaders and others who seek to be trusted by their associates.
... Spiritual intelligence within workplace environments allows leaders to focus on building an atmosphere embedded with greater mutual respect, ethics, values, and integrity (Wolf, 2004). Leaders with spiritual intelligence can better inspire meaning and purpose in others (Bass, 1990(Bass, , 1997Bennie, 2000Bennie, , 2001Bennie, , 2007Fry, 2003Fry, , 2005Kouzes and Posner, 1992, 2006Smircich and Morgan, 1982). Spiritual Intelligence (SQ) is defined by C. Wigglesworth (2006) as the ability to behave with wisdom and compassion, while maintaining inner and outer peace, regardless of the circumstances. ...
Purpose
The purpose of this paper is to explore the effectiveness of the use of spiritual intelligence into women academic leadership practices. The study designed to provide a clear understanding of the effectiveness of the use of spiritual intelligence practices within women academic leadership practices. In addition, the study will be an ideal for women in academic environment, considering that more women will have the opportunities to hold leadership positions in higher learning institutions. Understanding the unique skills and attributes of spiritual intelligence could increase their confidence towards taking on leadership positions in future. This study will also provide greater clarification on how spiritual intelligence when translated through leadership practice will contribute to a more balanced and harmonious working environment.
Design/methodology/approach
The study assimilated a qualitative approach guided by phenomenological inquiry to explore the effectiveness of the use of spiritual intelligence practices among the women leaders. Phenomenology best fit the researchers’ assumptions that it is possible to know, define and categorize women academic leader’s experiences in a more structured manner. It is by entering into their field of perception that the researcher pursues to understand spiritual intelligence as the leaders saw it.
Findings
The finding established three main effectiveness of integrating spiritual intelligence into leadership practices: employees inspired by vision; increase credibility and long-term sustainability of institution; and heightened moral values and reduces ethical issues. The authors conclude that bringing the attributions of spiritual intelligence will transform the workplace into a more meaningful and purposeful atmosphere by constructing balanced and harmonious relationship within employees.
Research limitations/implications
The study rely profoundly on women academic leaders as a primary source of data. Due to their higher position, there may be some elements of their works which are similar to each other or different compared with other women leaders who may not have reached the higher position. The responses was mainly based on the self-perception of women academic leaders grounded on their insight of leadership and experience. This experiences probably could not be verified by others to see if their perceptions of leadership were in line with how others perceive them. The study also limited in terms of generalizability as the sample was purposively selected.
Practical implications
The study will be applicable for human resource personnel to develop policies and procedures that are needed to improve the holistic strategies of leading not only in public university but also throughout all the other higher educational institutions. The study assist researcher and the practitioner in the Human Resource Development (HRD) field to understand the issues related to leadership practice in current era. Hence, the information in this study could be used to aid them in advocating employee training programs and formulating HRD intervention remedial programs input for designing and facilitating of intervention for professional academic leaders, academicians and change agent to understand and analyse the characteristics of personal and organizational situation in order to contribute to the long run survival of the higher educational learning institutions.
Originality/value
This paper has provided unique evidence of women leadership particularly in Malaysian higher educational context on their experiences of spiritual intelligence and its effectiveness into their leadership practices.
This paper examines love as a concept for advancing our understanding of the ethics of leadership. We draw upon writings that consider love to be at the heart of modern subjects’ search for meaning and affective attachment to organisation – necessitating, we argue, an exploration of leadership too in these terms. Existing works on leaders’ supposed love for those they lead are considered. These serve as a springboard from which to undertake a philosophical examination of two dominant formulations of an ethics of love in Western culture: neighbour and agapeic love. Neither of these conceptualisations, we argue, suffice as an understanding of leadership. We draw upon Kierkegaard to highlight the category error of conceptualising leadership in terms of neighbour love, and feminist writings to highlight the deeply problematic sacrificial demand at the heart of agapeic love. Drawing attention to the plenitude of other loves yet to be explored by business ethics scholarship, we propose two organising foci for advancing our understandings: a focus on humanising love by leaders, and a focus on problematising love of leaders.
This chapter explores the integration of leading with agapao love in the framework of transformational leadership theory through the lens of Nehemiah. Combining agapao love and transformational leadership characteristics and behaviors drives innovation and organizational success. This case study highlights how Nehemiah exemplifies idealized influence, intellectual stimulation, individualized consideration, and inspirational motivation through his exemplary leadership style and actions through the principles of leading with love. Nehemiah serves as a role model, involves his followers in decision-making, addresses their unique needs, and inspires them through a shared vision. The discussion presents a persuasive argument for integrating love and compassion within leadership practices, emphasizing the potential of this approach to drive positive organizational outcomes.
Yönetim alan yazınının güncel konuları arasında yer alan ruhsal liderlik, takım uyumu, bilgi paylaşımı ve hizmet inovasyon davranışı bu kitabın odak noktasında bulunmaktadır. İnovasyon kavramı etrafında biçimlenen hizmet inovasyon davranışı günümüz işletmelerinde başarı ölçütü olarak düşünülen karlılık, verimlilik ve benzeri gibi kriterlerin yerini alma eğilimindedir.Yönetim ve örgütsel açıdan hizmet inovasyon davranışı, takım uyumu, bilgi paylaşımı ve ruhsal liderlik kavramlarının analizi bu kitabın temel amacını oluşturmaktadır. Bu bakımdan konuyla alakalı alan yazın incelenmiş, nicel analiz yöntemi ile Aksaray OSB’de bulunan imalat işletmelerinde çalışan beyaz yakalı işgörenlerle yapılan yüz yüze görüşmeyle sağlanan veriler analize tabi tutulmuştur.
This study proposes that Moses’ agape and storge love of his people was the motivation for his adoption of fatherly leadership style. The study relies on a direct reading of Hebrew language version of the relevant books of the Old Testament. We provide examples that anchor Moses fatherly leadership style in biblical texts, and reference it to modern leadership thoughts and practical wisdom. Moses’ traits, such as humility, gratitude, forgiveness, and altruism, and his unparalleled grit provided him with the capabilities required to perform as a father leader. This leadership style is characterized by availability (awareness), building community, commitment to the growth of people, disciplining, foresight, healing, involvement, listening, persuasion, providing, relinquishing control, role modeling, showing empathy, stewardship (serving), supporting, and teaching. We provide leaders with a list of fatherly leadership behaviors that lacks the authoritarian component of eastern paternalistic leadership style, and that may be well practiced in the health care, social work, education, sport management and other people service industries.
In this study, I examined six leadership principles based on seven leadership values proposed by Bell et al.’s (Using leadership values to minimize resistance and facilitate change: An analysis of 1 Peter 5. In Henson, J. (editor). Biblical organizational spirituality: New testament foundations for leaders and organizations. Palgrave Macmillan, 2022) study and their proposed CHANGE model for minimizing resistance to change.
I review the relevant literature on contemporary organizational leadership theories, followed by a bounded case study design to examine the six principles that sought to answer three research questions:
How is each principle evident in the participant’s organization?
What is the benefit/outcome of each principle?
Why is the benefit/outcome of each principle useful for the employees’ well-being and the overall health of the organization?
Six participants who are active leaders in organizations that are in Jordan accepted the invitation to be interviewed. All leaders are in their mid-career and have solid background and information to speak about their experience in leadership and change management. Each participant was asked 18 questions extracted from the literature within the research questions framework. All six interviews lasted an average of 39 minutes.
The analysis of the 18 responses yielded a total of 171 codes that were grouped into 22 themes. Twelve scale-development items emerged from the analysis of the responses to research question 1.
The study adds to the scholarly literature as well as the practitioner’s literature and helps understand the characteristics, as well as the activities and behaviors, leaders make in a collectivist culture in times of uncertainty and change.
The current study highlights Ghanaian universities’ heads of department’s ethical principles and the influence on the attainment of departmental goals. Two reputable universities were selected as the focal of the study. The purpose of the study was to motivate ethical leadership practices as essential ingredients for the attainment of departmental goals. The empirical data set was generated through a number of individual face-to-face interviews with thirty heads of departments in two universities in Ghana to explore their ethical practice. Thematic analysis was used for the data analysis. It was found among others that ethical principles influence departmental goal attainment. The conclusion drawn from the findings brought to fore that leadership ethics was central to leaders’ goal attainment thus ought to be enforced. The current study is useful for educational researchers and policymakers, educationists and educational leaders such as heads of departments, dean of faculties/schools, lecturers and other stakeholders interested in educational leadership ethics. The paper can also inform policy on leadership studies and development and help design best practices of leadership in universities. It is recommended that educational leaders be mindful of ethical values since they influence the attainment of their goals. There is a novel leadership ethics and goal attainment framework developed by the researcher that speaks volumes regarding the subject-matter. It is a major contribution to scholarship in the leadership literature.
One of the challenges of modern business ethics is to deal with the limitations of the existing model of man in economics and business—the image of homo economicus as a rational selfish being—and search for alternative visions of criteria of success for business entrepreneurs and leaders. Business ethics needs the concept of genuine love. Otherwise, business ethics is reduced to an instrumental endeavor and cannot play the ultimate role it should in a world dominated by big corporations which compete fiercely on a global market. The so-called “the Ethics Management Paradox” is an important warning against the problems with a rational and technocratic conception of ethics. The paper applies Erich Fromm’s concept of “productive love” in business education. To contextualize Fromm’s concept of love, the paper draws on the author’s personal experiences with the course “Ethical action” that has been offered for more than two decades at NHH Norwegian School of Economics in Bergen. The central question is: Can Fromm’s conception of love be applied in a business school setting with the purpose to develop the students’ empathy, to enrich their personal development and their understanding of what a good manager looks like?
En el estudio de la ética del liderazgo en las organizaciones predomina una perspectiva descriptiva, que al fundamentarse en el análisis de las conductas del líder y en la evidencia empírica, es parcial y fragmentada. Una comprensión más profunda de este fenómeno requiere de una antropología sólida, que explique el concepto de persona que subyace en él, pues la manera en que el líder concibe a la persona determina su estilo de liderazgo y sus objetivos. En esta investigación se hace una revisión literaria del Personalismo, para disponer de una noción sistemática de la persona, que la contemple en toda su complejidad. Sobre esta base, se propone un modelo de Liderazgo Personalista Integral, con sentido ético y trascendente, en el que líder se replantea sus prioridades y se esfuerza por alinear los intereses de las personas y de la organización hacia el bien común.
Organizasyonların amaç ve hedeflerine ulaşmasında liderler ve davranışları
hayati öneme sahiptir. Kendi çıkarlarını önceleyen ve ferdi hareket eden
liderler birçok olumsuzluğa sebep olabilirken, ortak yaşamın
kazanımlarından olan kültürel değerleri benimsemiş ve birlikte hareket
etmeyi ilke edinmiş liderler hem kendileri hem de organizasyonları için
faydalı çıktılar sunabilmektedir. Buradan hareketle, hayatın tüm alanları için
önemli olan değer kavramı, bu kitapta liderlik kavramıyla birlikte
araştırılmıştır. Alan yazınında liderlik çalışmalarına sıklıkla rastlanmaktadır
fakat değer temelli liderliği konu alan çok az çalışma bulunmaktadır. Kitapta
demokratik, hizmetkar, fedakâr, karmaşık, paylaşılan, ruhsal, otantik, etik,
bilgi odaklı, babacan, ilham verici, yenilikçi, küresel, mizahi ve sorumlu
liderlik kavramları değer temelli olarak ele alınmıştır.
Corruption has been reported as one of the main obstacle to good governance in different public sectors in developed and less developed countries despite the fact that different states have tried to create measures to control it and other unethical behaviors. This is mainly because of poor and inadequate ethical systems and instruments to promote good governance. More so, public sectors in different countries have been subjugated by unethical leaders who use their personal interests to exploit resources in the public sector. In addition to that unethical behaviors in the public sector by managers and civil servants continues to negatively effects performance. The elected leaders and employed civil servants whose unethical behavior negatively impacts on reputations and performance of the government demonstrates that the deficiency of ethical leadership increases mismanagement in government. Consequently central and, local authorities in the public sector should have ethical leaders that ought to use ethical principles in management of public services. Ethical leadership which is associated with leader effectiveness and good governance is generally a prerequisite for improvement in the public sector. Its increasingly a required to control unethical practices such as corruption and bad good governance. The article provides the justification, principles and benefits of ethical leadership in public management.
The enterprise’s long-term success depends on the successful harmonization of the stakeholders’ interests. If the enterprise’s vision and enterprise’s policy, influenced and created by the owners, are not in the interest of all stakeholders, the latter will simply not participate in the future business activities. Therefore, it is in the owner’s main interest to consider the interests of all stakeholders, which would consequently result in the enterprise’s ethical behavior. Ethical leadership is crucial and vital in providing direction that enables the organization to fulfill its mission and vision and achieve declared goals. Ethical leadership is regarded as the key factor in the management of an organization’s reputation in the external environment, and in comparison with competitors. This chapter analyzed various aspects of these issues in the context of modern management.
This chapter explores the dynamics of love within models of leadership in organizations. In the philosophical literature, three forms of love are discussed, i.e. eros, philia and agape. Here, I focus on the latter to delineate a new model of leadership: the “agapic” ones. To achieve this, through an empirical study, I examine which leadership attitudes are oriented towards an agapic form of love. The study consisted of 29 semi-structured interviews, conducted in vivo with both leaders and managers of a French multinational company. I discovered that leaders’ agapic attitudes generate interpersonal relationships based on fraternity and gratuity moreover, they are strongly related to sharing everything, to the adoption of subsidiarity logics, and to fostering reciprocal learning. From the findings, it emerged also a strong relation between the agapic leadership style and the Christian tradition.
Resumen: Las nuevas corrientes de corte moral del liderazgo organizacional no cuentan con un sus-tento antropológico sólido, ni con un entendimiento de la empresa que conciba como prioridad el desarro-llo integral de quienes ahí laboran. En este estudio se hace una revisión de la literatura relativa a las corrien-tes más recientes del liderazgo y su relación con la an-tropología y la ética, en la que se destaca el papel que juegan las personas en las empresas y la importancia que tiene, en la efectividad del líder y en el desempeño del negocio, la manera en que el líder las concibe. Para ello, se hace un breve recorrido por la evolución de la antropología filosófica, para identificar un concepto de persona congruente con el liderazgo moral/ético. Como resultado, se presenta una propuesta de lide-razgo más completa y orgánica, cimentada en el per-sonalismo y en una visión humanista de la empresa, desde la cual la efectividad del líder dependerá de su capacidad para conciliar dos objetivos: la sostenibilidad de la empresa y el desarrollo de sus empleados. Palabras clave: Antropología Filosófica, Ética Empresarial, Humanismo, Liderazgo, Personalismo. Abstract: The new moral currents in organizational leadership do not have a solid anthropological basis, nor do they have an understanding of the company where the integral development of its employees is a priority. This study reviews the literature about the most recent currents in leadership and their relation to anthropology and ethics, highlighting the role that the individual plays in a company and the importance of the way the leader conceives the individual in the lea-der's effectiveness and the performance of the business. Thus, a brief overview is made on the evolution of philosophical anthropology in order to identify a concept of the individual that is congruent with ethi-cal/moral leadership. As a result, a more organic and comprehensive perspective on leadership is proposed, founded on personalism and a humanistic vision of the company, after which the leader's effectiveness will depend on his or her ability to reconcile two objectives: the company's sustainability and the personal development of its employees.
The ethical task confronting the management of organisations in modern society is enormous, and it would be folly to think that organisations on their own can bring about a major change of heart. In a society of limited resources and a shrinking global economy with increasing unemployment and environmental risks and uncertainty, the need for ethical insights and guidelines has never been more urgent and important. The ethical battle is about fighting for something you love and cherish, namely, the moral values of humanity.
Türkiye’de TOBB’a bağlı ticaret ve sanayi odalarının örgütsel ve yönetsel açıdan nasıl
daha etkin hale getirilebileceği sorununu irdeleyen bu çalışmanın temel amacı etik liderlik,
işe bağlılık, iç girişimcilik, hizmet inovasyon davranışı arasındaki ilişkileri analiz etmektir.
Buna ilaveten işe bağlılığın iç girişimcilik ile hizmet inovasyon davranışına aracılık rolünü
tespit etmektir. Bu amaçla nicel ve nitel analiz yöntemlerini kapsayan karma araştırma
yöntemi benimsenmiştir. Nitel veriler yorumlayıcı fenomenolojik araştırma yöntemi ile
çözümlenmiştir. Türkiye’de faaliyet gösteren ticaret odaları, sanayi odaları, ticaret ve
sanayi odalarında görev yapan 568 işgörenden toplanan veriler analiz edilmiştir. Ölçüm
araçlarının geçerlik ve güvenilirlikleri için doğrulayıcı faktör analizi, modelin iyi uyum
değerleri ve aracılık rolü için AMOS Yapısal Eşitlik Modeli kullanılmıştır. Etik liderliğin
işe bağlılık, iç girişimcilik, hizmet inovasyon davranışının alt faktörü işgören hizmet
yenilik davranışı ve yeni hizmet geliştirme üzerinde istatistiksel olarak anlamlı bir etkisinin
olduğu tespit edilmiştir. İşe bağlılık, etik liderliğin iç girişimciliğe etkisine, etik liderliğin
hizmet inovasyon davranışının alt faktörlerine etkisine kısmi olarak aracılık etmektedir.
Çalışmada elde edilen nitel analiz sonuçlarına göre Türkiye’de TOBB’a bağlı ticaret ve
sanayi odalarına ilişkin en önemli bulgular: Yöneticilerin etik liderliğe haiz olmaları,
ticaret ve sanayi odalarında kurumsallaşmanın tesis edilmesi, insan kaynakları yönetim
sisteminin kurulması şeklindedir. Çalışmanın etik liderlik, hizmet inovasyonu, iç
girişimcilik ve işe bağlılık literatürüne görgül katkılar sağlaması bakımından önem arz
ettiği düşünülmektedir. Son olarak, çalışmanın bazı kısıtları olduğu belirtilerek, gelecekte
yapılacak araştırmalara dair önerilerde bulunulmuştur.
Las nuevas corrientes de corte moral del liderazgo organizacional no cuentan con un sustento antropológico sólido, ni con un entendimiento de la empresa que conciba como prioridad el desarrollo integral de quienes ahí laboran. En este estudio se hace una revisión de la literatura relativa a las corrientes más recientes del liderazgo y su relación con la antropología y la ética, en la que se destaca el papel que juegan las personas en las empresas y la importancia que tiene, en la efectividad del líder y en el desempeño del negocio, la manera en que el líder las concibe. Para ello, se hace un breve recorrido por la evolución de la antropología filosófica, para identificar un concepto de persona congruente con el liderazgo moral/ético. Como resultado, se presenta una propuesta de liderazgo más completa y orgánica, cimentada en el personalismo y en una visión humanista de la empresa, desde la cual la efectividad del líder dependerá de su capacidad para conciliar dos objetivos: la sostenibilidad de la empresa y el desarrollo de sus empleados.
This chapter presents the seven things ‘love’ is and the eight things ‘love’ is not from 1Cor 13 and applies the 15 statements to leading and managing in contemporary organizations. Throughout 1Cor 13 Paul uses the word Agape for love, which implies that the concepts are about the beliefs from which behaviors (Agapao) would emerge.
The objectives of this article are as follows. First, to show that leader´s perception on reality defines whether he is focused on being or doing. Second, to show those ethical leadership styles associated with how leaders manifest high levels of moral development, and how they are perceived by their followers. Third, to provide an integrative vision of the role of organizational leadership based on the contributions of Eastern and Western philosophy in business management. Fourth, to show that women´s increasing incorporation into public and private senior management positions has transformed the stereotype of male leadership, as well as, employees´ perception about effectiveness management. It ends with the proposal of a conceptual model-to
be tested in future research-, which allows us to understand how the leader´s perception on reality affects ethical decision-making, and this in turn affects the way followers perceive leader´s effective management.
Servant leadership is a style of leadership characterized by principles of other-centeredness and ethical behavior, and suggests that truly effective and legitimate leaders place service to others ahead of personal power and control. Studies on servant leadership in organizational and sport settings have consistently produced positive outcomes. However, the idea of servant leadership as a model for successful leadership in sport is only in the early stages of being accepted. Motivated by a need for adequate information and pedagogical resources, the present review describes the origin and conceptualization of servant leadership and summarizes the positive outcomes resulting from servant leadership. A model for understanding servantleadership attributes and dynamics is presented along with recommendations for sport management educators.
In this book, some other attributes of service leadership and the related curriculum materials are introduced. The first one is moral character. While generic leadership competences are important, they are simply not enough. The reason is simple. Without moral character, greed and lust for power will dominate leadership and the related work. Therefore, moral character such as integrity, self-sacrifice, honesty and authenticity are emphasized. Although there are different models of character strengths, some universal commonalities can be found across different approaches, such as integrity in leaders. The second attribute is caring disposition which refers to valuing the needs and experiences of the service recipients and the habitat. In contrast to mere “customer service” or “industrialization” of service, caring disposition means concern and empathy for other people. Besides the two attributes, other service leadership attributes including self-leadership, relationship development and maintenance and mentorship are discussed, and it is our modest hope that other colleagues can have more understanding of the service leadership model proposed by the Hong Kong Institute of Service Leadership and Management, as well as the related curriculum so that more university students will benefit from service leadership education locally and globally.
The most common definition of Leadership is that leaders attempt to
influence the behavior of their followers. While leaders influence their
subordinates, it has been noted that leaders do so along with their perceived
organization support. The research question of this paper aimed to find out
the effect that leadership practices have on subordinate’s perceived
organizational support. The hypothesis of this research revolved around this
research question testing the five leadership practices namely: model the
way, inspire a shared vision, challenge the process, enable others to act and
encourage the heart. The survey instruments that were used to measure the
effect of leadership practices on subordinate’s perceived organizational
support are: 1) Leadership Profile Inventory-other (LPIO) – This instrument
was developed in the year 1988 by Kouzes and Posner. 2) Survey of
Perceived organizational support (POS) – This instrument was developed in
the year 1986 by Eiseberger, Huntington, Hutchinson and Sowa. The
sampling technique chosen was convenience sampling. Further, the basis of
this literature review were researches conducted in the related field, along
with various leadership theories and practices including Kouzes and Posner
leadership practices, perceived organizational support based on
organizational support theory and social exchange theory. The results of the
study identify a positive relationship between the five leadership practices
and perceived organizational support. This research will help the
organization’s human resource and management to understand the role of
leadership along with its importance to influence subordinates. Further,
strategies can be devised to motivate and influence the behavior of
subordinates for the benefit of the organization.
Purpose- Aims to examine effective leader behaviors from direct participant observations in several cases of a large multiyear cross-industry international research project to prove the hypothesis that effective team performance management requires strong transformational leadership.
Design/methodology/approach- Transformational and charismatic leadership theories are briefly discussed from management science to explain how their principals can apply to and be analyzed in the project domain and other fields. Several popular and proven group leader behavior measurement constructs are discussed to show how they can be applied for assessing group leader behavior in any field. To flexible taxonomies are built for assisting in quantitatively and qualitatively explaining stakeholder perceptions of group leader behaviors and team performance. Four theoretically sampled case studies are analyzed. The taxonomies are analyzed quantitatively and the results are qualitatively evaluated.
Findings- The structured research illuminated that both effective and absent transformational leadership behaviors were practiced (idealized, influence, inspirational motivation, individualized consideration, intellectual stimulation), which can go unnoticed and un-reflected in the everyday pandemonium of busy project schedules, competing values, and organizational crisis, yet in retrospect, these results show that passive or absent leadership is noticed by the team members and sponsors; moreover it negatively impacts both project effectiveness and stakeholder satisfaction!
Research limitations/implications- Leaders, team members, stakeholders, and managers benefit from understanding transformational leadership, since it supports better human relations and organizational change. These cases show that effective team performance can result in minimal application of transformational leadership behaviors as long as they are not absent when required, and positive (not negative such as micro-management).
Originality/value- The research suggests that leader behavior is complex since it is situational, supported by multiple and concurrent leadership and trait theories, as well as partly driven by dominant personalities.
Keywords Transformational leadership, Behaviour, Team Management
Paper Type Research Paper
Nelson Mandela is highly regarded as an example of excellent leadership. Yet little has been done in communication studies to describe his leadership communication. Significantly, little has been done to locate and to theorise about his leadership style in relation to the African moral philosophy of ubuntu. the article presents an appreciative thematic analysis of how Mandela’s leadership communication practices were eulogised in tributes written in his memory in selected South African newspapers. An innovative method of appreciative thematic enquiry is used to arrive at three key themes of praise for the leadership of Mandela. Lessons for leadership are drawn out and highlighted.
Dialogic leadership as ethics method respects, values, and works toward organizational objectives. However, in those situations where there may be conflicts and/or contradictions between what is ethical and what is in the material interest of individuals and/or the organization, the dialogic leader initiates discussion with others (peers, subordinates, superiors) about what is ethical with at least something of a prior ethics truth intention and not singularly a value neutral, constrained optimization of organizational objectives. Cases are considered where dialogic leadership: (1) helped build ethical organizational culture; (2) was effective; and, (3) as a by-product, produced integrative win-win results. Philosophical foundations for the method as well as differences between dialogic leadership and Theory X forcing leadership, Theory Y win-win integrative leadership, industrial democracy, participative management, action inquiry, and double-loop learning action science are explored. Limitations of the method are also explored.
Servant and leader — can these two roles be fused in one real person, in all levels of status or calling? If so, can that
person live and be productive in the real world of the present? My sense of the present leads me to say yes to both questions.
This chapter is an attempt to explain why and to suggest how.
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.
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Bidhan Parmar and Margaret Cording. The full academic papers on which it is based can be found in the following sources
- Edward Freeman
- Robert Phillips
- Jeffrey Harrison
- Andrew Wicks
- Patricia Werhane
- Kirsten Martin
This paper is based on research conducted by R. Edward Freeman, Robert Phillips,
Jeffrey Harrison, Andrew Wicks, Patricia Werhane, Kirsten Martin, Bidhan Parmar
and Margaret Cording. The full academic papers on which it is based can be found in
the following sources:
Ethical Decision Making in Everyday Work Situations
- M E Guy
- M. E. Guy