This article focuses on the collective leadership of the civilian authorities of the British Channel Islands during the Nazi Occupation (1940-1945), and draws lessons from their ethical performance. The first part of the article determines that local officials in the Channel Islands disposed of operative margins, but that - in the interest of collaboration - these were not always used to the full. This article then details institutional factors that contributed to commonalities between the two bailiwicks of Jersey and (...) Guernsey, as they faced up to occupation. The second part of this article follows up with the dissimilarities, one of which is that Guernsey travelled further down the road to collaboration than her sister island. Social capital depletion is credited as being responsible for this; and this situation was further compounded by lack of 'ethical leadership'. The final part explores the relationship between social capital and leadership ethics, suggesting that virtue serves as a catalyst for social capital stock in crisis situations. The core research outcome is that ethical leadership produces tangible efficiency and moral effects in situations of extreme duress (such as Nazi Occupation) where one could have expected very little or no scope for such a thing. This is an uplifting message that runs counter to scepticism as to the practical value of business ethics. Implications are drawn with regard to the challenge of reconciling MNE activities with the moral complexity posed by globalization. (shrink)

Three hundred forty middle-level managers from two private and two public sector manufacturing companies in India rated their superiors on 22 items of ethical leadership. Factor analysis of the scores on such items yielded two dimensions of ethical leadership: (a) empowerment, and (b) motive and character. Items of the scale had high reliability, validity, and discriminative power. On two dimensions of ethical leadership, the superiors self-rated themselves more favorably than their subordinates rated them. This justified the proposal (...) to consider the subordinates' ratings to their superiors in assessing ethical leadership. Subordinates perceived their superiors more ethical in private sector than in public sector. Subordinates' manipulative behavior, and cheating in performance and misuse of finance were less frequent in the presence of ethical superiors. Also, ethical superiors enhanced the job performance, job involvement and affective commitment of their subordinates but not their continuance commitment. (shrink)

The paper concentrates on the Chinese philosophical strand of Daoism and analyses in how far this philosophy can contribute to new directions in management theory. Daoism is an ancient Chinese philosophy, which can only be traced back roughly to about 200 or 100 BC when during Han dynasty the writers Laozi and Zhuangzi were identified as “Daoists”. However, during Han dynasty Daoism and prevalent Confucianism intermingled. Generally, it is rather difficult today to clearly discern Daoist thought from other philosophical strands (...) as in the same period also Buddhism, Mohism and Legalism shaped contemporary thinking. Furthermore, there is a difference between the religious practice of Daoism in the sense of popular religion and the theoretical basis of Daoist thought presented in Laozi and Zhuangzi. The religious practice in contrast can have very mystical elements, which are linked to superstition. Moreover, there is also the question of in how far Daoist thought and practice is still prevalent at all in Chinese society today. Hence, the picture of Daoism is heterogeneous, first, regarding the question of what can be defined as the “original core” of Daoism, second, the difference between thought and religious practice, and third, the question of the prevalence of Daoist thought in China today. This paper offers a broader discussion regarding the potential ways of application of Daoist thought today over five parts. First, it illuminates the most important values taught under the name of Daoism. Thereby, it focuses on the Daoist thought and leaves out the actual religious practice together with its mystical elements. Second, these values are then put into the management context to analyse in how far Daoism can broaden our contemporary understanding of management in general and different management styles in particular. Third, Daoism in a management context is then contrasted with the comparably rigid Confucian doctrine also applied in a business context. Here, the application of Daoist and Confucian thought in the fields of leadership, management and corporate ethics is presented and compared. Fourth, insights into the real business practice in China regarding Chinese philosophies like Daoism and Confucianism in fields like management, strategy or corporate ethics are provided. Fifth, an outlook is presented where Daoism is discussed in the context of contemporary debates on sustainability and CSR. Here, the proposed paper illuminates in how far the philosophy of Daoism can also contribute to a more holistic understanding of sustainability and CSR today, thereby contributing to more innovative solutions in management. (shrink)

This paper examines beliefs about four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation and Encouragement – in Germany and the United States using data from Project GLOBE (Global Leadership and Organizational Behavior Effectiveness) and a supplemental analysis. Within the context of a push toward convergence driven by the demands of globalization and the pull toward divergence underpinned by different cultural values and philosophies in the two countries, we focus on two questions: Do middle managers from the (...) United States and Germany differ in their beliefs about ethical leadership? And, do individuals from these two countries attribute different characteristics to ethical leaders? Results provide evidence that while German and US middle managers, on average, differed in the degree of endorsement for each aspect, they each endorsed Character/Integrity, Collective Motivation and Encouragement as important for effective leadership and had a more neutral view of the importance of Altruism . The findings are reviewed within the social-cultural context of each country. (shrink)

This study examines a moderated/mediated model of ethical leadership on follower job satisfaction and affective organizational commitment. We proposed that managers have the potential to be agents of virtue or vice within organizations. Specifically, through ethical leadership behavior we argued that managers can virtuously influence perceptions of ethical climate, which in turn will positively impact organizational members’ flourishing as measured by job satisfaction and affective commitment to the organization. We also hypothesized that perceptions of interactional justice would moderate (...) the ethical leadership-to-climate relationship. Our results indicate that ethical leadership has both a direct and indirect influence on follower job satisfaction and affective commitment. The indirect effect of ethical leadership involves shaping perceptions of ethical climate, which in turn, engender greater job satisfaction and affective organizational commitment. Furthermore, when interactional justice is perceived to be high, this strengthens the ethical leadership-to-climate relationship. (shrink)

AbstractVirtues, anchored in the ancient and robust philosophy of virtue ethics, inform and enable good leadership. However, we are reticent to speak of virtues within the business domain, which hinders virtues-based leadership development. To demonstrate how virtues inform good leadership, albeit usually implicitly, I analyze 25 TED talks promised to make viewers ‘better’ leaders for direct and indirect reference to virtues. My findings illustrate that virtues are implicitly woven throughout popular leadership discourse, but that they are (...) rarely stated explicitly. This is a problem because to develop virtues they need to be explicitly understood and consciously practiced, which necessitates redressing the reticence to speak of virtues and focusing efforts on educating, training, and developing the virtues that enable good leadership. This article advances virtues-based leadership development by proffering a framework of higher-order virtues that we need to make explicit in efforts to develop good leadership. My discussion of the higher-order virtues integrates evidence from the TED talks and extant scholarship and proposes ways to train and develop each virtue. (shrink)

Total Quality Management (TQM) is an overall management philosophy that includes a set of principles whose application is increasing. In fact, the business world and public institutions, such as hospitals, universities or city councils, are implementing quality programs. However, despite the wide diffusion of TQM, the success rate of this type of initiative is limited and the results, heterogeneous. Academics and professionals are therefore trying to identify the keys that explain the success or failure of this kind of initiative. Different (...) explanations have been given, but most of the literature agrees that managerial commitment, implication and leadership are indispensable elements in a successful implementation of TQM.Nevertheless, a study on the specialised literature shows a terminological confusion between managerial commitment and managerial leadership. Is it the same to have a committed manager in the implementation process as to have a leader of the implementation process? The author of this paper defends the thesis that "commitment" and "leadership" are not synonymous, and states that only managerial leadership is able to promote and sustain profound organisational changes. (shrink)

Resumen. Este documento reconoce el sentido del liderazgo ético en las transformaciones empresariales actuales, siendo el gerente forjador de cambios transcendentales, donde el direccionamiento integral es su mayor finalidad, para lo cual, pone en practica una cultura organizacional, donde prevalece el sentido de la visión sistemática de la ética, como lo deja entrever el Modelo Spenta, cuyo eje central es el fortalecimiento de los valores éticos y la consolidación del arte de negociar, todo ello en una filosofía de buena mente (...) y buen pensamiento, de compromiso administrativo, rectitud, movilidad virtual y responsabilidad social.Palabras claves. Liderazgo ético, transformaciones empresariales, jerarquización de valores, el arte de negociar, líder gerencial, tendencias sociales, rectitud, buena mente y buen pensamiento, interconexión, globalización, movilidad virtual, responsabilidad social.. This document recognizes the sense of ethical leadership in today's business transformation, with the momentous changes smith manager, where addressing is the most comprehensive purpose for which it puts into practice an organizational culture where the prevailing sense of vision systematically of ethics, as the model suggests Spenta, whose centerpiece is the strengthening of ethical values and consolidation of the art of negotiation, all in a philosophy of good mind and good thinking, administrative commitment, honesty, virtual mobility and social responsibility.Keywords. Ethical Leadership, Business Transformation, hierarchy of values, the art of negotiation, a leading management, social trends, righteousness, good mind and good thinking, networking, globalization, virtual mobility, social responsibility. (shrink)

ABSTRACT:Despite sustained attention to ethical leadership in organizations, scholarship remains largely descriptive. This study employs an empirical approach to examine the consequences of ethical leadership on leader promotability. From a sample of ninety-six managers from two independent organizations, we found that ethical leaders were increasingly likely to be rated by their superior as exhibiting potential to reach senior leadership positions. However, leaders who displayed increased ethical leadership were no more likely to be viewed as promotable in (...) the near-term compared to those who displayed less ethical leadership. Our findings also show ethical culture and pressure to achieve results are important contextual factors that moderate the relationships between ethical leadership and leader promotability to senior leadership roles. (shrink)

ABSTRACT:Despite sustained attention to ethical leadership in organizations, scholarship remains largely descriptive. This study employs an empirical approach to examine the consequences of ethical leadership on leader promotability. From a sample of ninety-six managers from two independent organizations, we found that ethical leaders were increasingly likely to be rated by their superior as exhibiting potential to reach senior leadership positions. However, leaders who displayed increased ethical leadership were no more likely to be viewed as promotable in (...) the near-term compared to those who displayed less ethical leadership. Our findings also show ethical culture and pressure to achieve results are important contextual factors that moderate the relationships between ethical leadership and leader promotability to senior leadership roles. (shrink)

Total Quality Management (TQM) is an overall management philosophy that includes a set of principles whose application is increasing. In fact, the business world and public institutions, such as hospitals, universities or city councils, are implementing quality programs. However, despite the wide diffusion of TQM, the success rate of this type of initiative is limited and the results, heterogeneous. Academics and professionals are therefore trying to identify the keys that explain the success or failure of this kind of initiative. Different (...) explanations have been given, but most of the literature agrees that managerial commitment, implication and leadership are indispensable elements in a successful implementation of TQM. Nevertheless, a study on the specialised literature shows a terminological confusion between managerial commitment and managerial leadership. Is it the same to have a committed manager in the implementation process as to have a leader of the implementation process? The author of this paper defends the thesis that "commitment" and "leadership" are not synonymous, and states that only managerial leadership is able to promote and sustain profound organisational changes. The paper will show that, to understand the previous distinction, it is necessary to consider the ethical dimension of leadership. While committed managers may lead the process by using exclusively their power (with the necessary resource assignment), those who are leaders need authority. Authority goes further than power by generating a kind of confidence (trust) that is able to influence the members of the organisation and bring about profound changes, more than power alone can do. (shrink)

This paper brings empirical and theoretical studies of ethical leadership into conversation with one another in an effort to determine the antecedent(s) to perceived ethical leadership. Employing a Levinasian perspective, I argue that ethical leadership entails being faced with the impossible task of realizing the needs of many individual others. For this reason, I argue, perceived ethical leadership is grounded in an employee’s perception that a leader struggles to make decisions based on the conflicting demands placed (...) upon her. More important than the result of a leader’s decision is the degree to which the leader demonstrates concern for the well-being of others in her decision-making process. I ground my discussion through reference to results of empirical studies on behaviors associated with ethical leadership, including Brown, Treviño, and Harrison (2005), Kalshoven, Den Hartog, and De Hoogh (2011a), and Treviño, Hartman, and Brown (2000). I identify several mediating factors which may influence employee perception of ethical leadership, proposing avenues for further research which can help to clarify the relationship between concrete leadership behaviors and perceived ethical leadership. (shrink)

It would seem that the difficulty in attempting to bring together ideas based on centuries-old academic disciplines with the more modern ones, which originate directly from business schools and the world of finance and economy, could explain why few, if any, real attempts have been made, over the last decade or so, to discover possible parallelisms between management and philosophy. However, through the thorough study of certain subjects, and the “history of ideas”, such parallelisms, and the so-called “masked philosophy” which (...) seems to undoubtedly inspire managerial conduct, can be found. In order to help us undertake and to better comprehend this “journey of discovery”, various schools of thought, stemming from ancient to more recent times are fundamental. References to the dissimulation philosophical paradigms of leadership, the Jesuitical schools of philosophical thinking of the Sixteenth century, the pioneer contributions of Leo Strauss, which are particularly illuminating with regards to the relation of the mutability of managerial conduct and the more recent and epoch-makingconsiderations of Richard Popkin, to quote but a few, are all crucial for the discovery and identification of these parallelisms, here particularly studied between dissimulation and business ethics. (shrink)

Theories of leadership have traditionally focused on leadership traits, styles, and situational factors that influence leader behaviors. We propose that The Four Umpires Model described herein, which examines how four leadership types view reality and perception, provides a useful example of an effective steward leader. We use the Five Beliefs Model identified by Edgar Schein and Peter Senge to frame the implicit assumptions underlying the core beliefs and mental models of each of the four umpires. We suggest (...) that the stewardship model of Umpire Number Four, the Facilitating Idealist, is the best model for leadership of the four umpires described. In our review of the Four Umpires Model we also explain why it is importance for every leader to thoughtfully assess the assumptions that form the ethical basis for leadership decisions and actions. (shrink)

This paper reviews the relationship between organisational leadership, corporate governance and business ethics, and considers the implications for management. Business ethics is defined, and the causes and consequences of unethical behavior are discussed. Issues pertaining to leadership, subordinate and organisation responsibility for business ethics are considered. The changing role of business leaders and the new concept of ''corporate governance'' are examined, with an increasing importance being placed on ethical and socially responsible attitudes towards business. Organisational effectiveness and organisational (...) efficiency, formerly central issues for practising managers, with directors thinking in terms of goal achievement for their respective organisations, have now been augmented by an awareness of issues in business ethics, and a requirement for members of the corporate governance to behave in more socially responsible ways. A secondary aim of the paper is to introduce an approach which illustrates how corporate governance and management could deal with some of the moral dilemmas that they may have to face. (shrink)

With the rise of China in the global economy, it has never been more important for business leaders to understand Chinese leadership philosophies and practices. This is the first book to explain how ancient Chinese thinking and Western ideas have shaped the development of leadership styles in China. Leadership theories associated with Confucianism, Daoism, Legalism, the Arts of War, and the writings of Mao and Deng are analysed by both Chinese and Western experts. To set this in (...) a modern business context, the book includes interviews with top executives, who reflect on how their business values are affected by ancient Chinese philosophers, modern Chinese leaders, and Western management writers and thinkers. The book also includes research on paternalistic leadership as practised by business leaders in Taiwan, Hong Kong, and mainland China. (shrink)

Investigation of classic philosophical thought -- Ethical leadership : justice in practice -- Living the good life -- Political excellence.

MacIntyre argues that management embodies emotivism, and thus is inherently amoral and manipulative. His claim that management is necessarily Weberian is, at best, outdated, and the notion that management aims to be neutral and value free is incorrect. However, new forms of management, and in particular the increased emphasis on leadership which emerged after MacIntyre’s critique was published, tend to support his central charge. Indeed, charismatic and transformational forms of leadership seem to embody emotivism to a greater degree (...) than do more Weberian, bureaucratic forms of management; hence, MacIntyre’s central contention about our emotivistic culture seems to be well founded. Having criticised the details but defended the essence of MacIntyre’s critique of management, this paper sketches a MacIntyrean approach to management and leadership by highlighting the affinities between MacIntyre’s political philosophy and Greenleaf’s concept of servant leadership. (shrink)

Everybody involved in sport, from the bleachers to the boardroom, should develop an understanding of ethics. Sport ethics prompt discussion of the central principles and ideals by which we all live our lives, and effective leadership in sport is invariably ethical leadership. This fascinating new introduction to sport ethics outlines key ethical theories in the context of sport as well as the fundamentals of moral reasoning. It explores all the central ethical issues in contemporary sport: from violence, hazing, (...) and gambling to performance enhancement, doping, and discrimination. This book not only investigates the ethical, social, and legal underpinnings of the most important issues in sport today, but also introduces the reader to the foundations of ethical leadership in sport and discusses which leadership strategies are most effective. Each chapter includes original real-world case studies, learning exercises, and questions to encourage students to reflect on the ethical problems presented. Sport, Ethics and Leadership is an essential resource for any course on sport and leisure studies, the ethics and philosophy of sport, or sport and leisure management. (shrink)

Moral pragmatism has been largely ignored in Business Ethics, despite its natural attraction and the fact that it is prominent in philosophy and socio-economic theories. The main premise of the book is that the complexity of today's business world does not permit a grand ethical theory, notwithstanding the different attempts made by scientists. Moral pragmatism is the 'go-to' approach where the ethical decision-making of managers varies dependent on different circumstances but it always integrates moral considerations. Ethical decision-making is no longer (...) based simply on known rules, but entails the constant dynamic interaction of circumstances, the development of new rules, managers' past experiences, their knowledge concerning ethics, and skills of moral reasoning. This book interweaves the postmodern approach to management studies and, based on its innovative research, reintroduces moral pragmatism in Business Ethics. The combination of decision-making theories, philosophy and postmodernism paves the way for future novel research in Business Ethics, making it an excellent resource for researchers, academics, and advanced students in the field of Business Ethics. Practitioners, on the other hand, will benefit by improving their skills in ethical decision-making and leadership. (shrink)

Great leaders are ethical stewards who generate high levels of commitment from followers. In this paper, we propose that perceptions about the trustworthiness of leader behaviors enable those leaders to be perceived as ethical stewards. We define ethical stewardship as the honoring of duties owed to employees, stakeholders, and society in the pursuit of long-term wealth creation. Our model of relationship between leadership behaviors, perceptions of trustworthiness, and the nature of ethical stewardship reinforces the importance of ethical governance in (...) dealing with employees and in creating organizational systems that are congruent with espoused organizational values. (shrink)

The purpose of this edited book is to provide new insight into the understanding of ethics as they relate to organization practice and managerial behavior in todays economy. It provides an overview and critique of ethics as it relates to key contemporary challenges and issues for organizations these include globalization, sustainability, consumerism, neo-liberalism, corporate collapses, leadership and corporate regulation. The book is organized around the core question: What are the ethics of organizing in todays institutional environment and what does (...) this mean for the practice of management and the organization of business? In responding to this question, the contributors examine ethics as it is deeply embedded in the everyday practice of management. Interdisciplinary contributions from sociology, philosophy, management, organization studies, and public administration provide unique perspectives, while case studies and examples drawn from practice illustrate the challenges and dilemmas faced in practice. Each chapter has a brief overview and introduction written by the editors which summarize the main points of each chapter in terms of their contributions to the overall aims of the book as well as drawing connections between the different chapters. (shrink)

Leadership styles vary across the vast Indian sub‐continent and are in a state of flux and change. The norms are influenced by ancient mythology and by imprints of world‐wide movements of political liberalism, socialism and economic globalization. But through all these styles, one discerns basic values which are universal and can be intuitively grasped by multi‐national managers. The paper describes the various sources of leadership understandings in India and relates them to Western traditions, notably to Aristotle’s ‘virtue ethics’.

In Cosmopolitan Business Ethics: Towards a Global Philosophy of Management, Jacob Dahl Rendtorff maps the concept of global business ethics, related to sustainability and corporate governance, via an examination of the major theories of business ethics and the philosophy of management. The book is based on the philosophy of Immanuel Kant and the European tradition, which is applied as the foundation for the analysis of the contemporary European and Anglo-American debate on business ethics in order to formulate an up-to-date theory (...) of global business ethics. The book will compare the different schools of business ethics, corporate citizenship and the philosophy of management and will address the modern-day issues of sustainability, business and human rights, corporate social responsibility, stakeholder management and corporate governance, offering insights on how to deal with these international challenges of global economics, the development and protection of human rights and the environment. This book proposes a decision-making model for Cosmopolitan business ethics as the foundation of management and leadership in dealing with the complexities of globalization. The case-studies will address the efforts of businesses to work with global and cosmopolitan business ethics at the levels of maintaining corporate integrity. Both the theoretical argument and case-studies presented in the book are supplemented with interviews with notable business ethicists, philosophers of management, business managers and public policy-makers. (shrink)

This paper argues that ethical evaluation of leadership requires standards of assessment that are independent of the definition of "leader." It suggests that Stakeholder Theory is incapable of providing a substantive standard of assessment. It suggests an alternative model for adjudicating between stakeholders' conflicting claims of right and it applies that method to determine what responsibilities corporate management might have to employees and how management might be held accountable for discharging those responsibilities.

Managers face increasingly volatile, uncertain, complex and ambiguous situations that are more and more challenging to navigate. Ethical decision-making has become particularly complicated considering that codes, frameworks and protocols have proven deficient in resolving moral dilemmas. Managers’ unpreparedness to handle such challenges reflects the ineffectiveness of business ethics education, calling for new approaches towards training managers. This article makes a case for transforming business ethics education by taking it back to its roots. This implies the re-incorporation of its foundational discipline: (...) philosophy. Philosophy offers a rigorous approach for decision-making, which helps managers face the unknown. It helps them analyse situations from different perspectives, reconsider how things are done and examine the underlying premises of their thinking. It can strengthen one of the most central managerial competencies: the ability to reason, especially ethically. As the foundational discipline of business, ethics and their intersect, philosophy is uniquely positioned to elevate business ethics education for managers at all levels. It can help current and future managers to reflect more deeply and critically on the ethical issues they face. (shrink)

This study investigates the cultural and ideological underpinnings of educational leadership within higher education institutions (HEIs) and assesses their impact on fostering innovation in teaching and management. Our research reveals a nuanced relationship between varied leadership styles, institutional cultures, and the drive for innovation. Notably, transformational leadership aligns strongly with innovative outcomes and a collaborative institutional ethos, in contrast to the more rigid structures associated with authoritarian and laissez-faire leadership styles. The philosophical core of this inquiry (...) lies in examining how leadership practices embody and promote ethical values that influence collective and individual success. Institutions that cultivate a culture of collaboration and are open to embracing risk are found to be more conducive to innovation. In contrast, settings that emphasize rigid hierarchies and prioritize individual achievement tend to stifle creative and innovative practices. Our findings emphasize the crucial role of leaders in shaping an ethical climate that nurtures innovation. Effective leadership is pivotal in fostering an environment supportive of progressive teaching and management strategies. This includes investing in faculty development, enhancing collaborative efforts, and acknowledging academic excellence. Moreover, the strategic integration of technology and a shift towards student-centred learning are identified as essential for advancing innovative teaching practices. By delving into the philosophical and ethical dimensions of educational leadership, this study contributes to a deeper understanding of how leadership rooted in ethical and collaborative values can profoundly impact educational innovation and success. The insights gained underscore the potential for educational leaders to drive significant change by adhering to philosophically and ethically sound practices. (shrink)

Corporate America is institutionalizing ethics through a variety of structures, systems, and processes. This study sought to identify managerial perceptions regarding the institutionalization of ethics in organizations. Eighty-six corporate level marketing and human resource managers of American multi-national corporations responded to a mail survey regarding the various implicit and explicit ways by which corporations institutionalize ethics. The results revealed that managers found ethics to be good for the bottom line of the organizations, they did not perceive the need for additional (...) formalization of ethics, and that they perceived implicit forms of institutionalizing ethics (e.g., leadership, corporate culture, top management support) to be more effective than the explicit forms of institutionalizing ethics (e.g., ethics ombudspeople, ethics committees, ethics newsletters). Implications of the survey and future research directions conclude the paper. (shrink)

Organizational storytelling has been taught for many years in many different places as part of organizational development, organizational change, organizational learning, and business ethics. There has not been any comprehensive framework that addresses sustainability in organizations and so this book develops a new ethics of sustainability for management and organizations. A terrestrial ethics of storymaking is proposed, which responds to Latour's claim that the Terrestrial has become a new decisive political actor in politics. The Terrestrial is born from Gaia, a (...) metaphor for a new look on life on Earth. Gaia situates life in the thin layer of matter that is the surface of the Earth. It entails the view that nature is a process that humans are part of. Storymaking is constructed from Arendt's political philosophy, which is rooted ontologically in the principle of natality: rebirth of life. The term 'storymaking' is developed from Arendt's understanding of storytelling as political action to emphasize not only that stories are spatial, embodied and material practices that are tied to a specific time and space but also that technology is an important dimension in making stories. Stories are thus human practices that apart from meaning making and politics involve the use and manipulation of material and objects, and which are crucial for how a human world is shaped. This human world is furthermore shaped by the rhythms of life embedded in the complex landscapes that humans move through. Storymaking is developed through rethinking the links between the central categories of labor, work, action, and thinking in Arendt's writings. Implications for business ethics are drawn out and a comprehensive ethics framework is constructed that connects the biological and physical with the social, economic, and political regarding how organizations work. Finally, a storymaking philosophy of management is constructed, making this book especially relevant to researchers, academics, managers, and students in the fields of business ethics, management studies, leadership, organizational studies, and international business. (shrink)

This edited volume brings together a range of perspectives on Educational Leadership, Management and Administration (ELMA) and various theories of resistance or compliance along with how policy and politics play out in school communities. The book makes a significant contribution to debates around theorising educational leadership and the implications of discourses on schooling and the politics of education. It brings together a broad array of international scholars to examine theories of resistance in ELMA and establish a resistance-oriented agenda (...) for critical ELMA research that promotes change and diverse ideas about leadership. Using both empirical data and conceptual analysis, the chapters provide opportunities for theorising the work and working conditions of educational leaders alongside questions of compliance and resistance that further improve the understanding of these concepts in the field. Providing cutting-edge research and theorisation into this emerging area, the book will be highly relevant for researchers, academics and postgraduate students in the fields of educational leadership, management and administration, and educational policy. It will also be of interest to school leaders. (shrink)

ABSTRACT:This article examines the place of Machiavelli’sPrincein the history of ethics and the history of leadership philosophy. Close scrutiny indicates that Machiavelli advances an ethical system for leadership that involves uprooting corruption and establishing rule of law. He draws on history and current affairs in order to obtain a realistic understanding of human behavior that forms a basis for a consequentialist ethics. While he claims a good leader might do bad things, this is in situations where necessity constrains (...) a prince to choosing the “least bad” course of action. Furthermore, Machiavelli advocates winning the goodwill of followers through leadership as a source of power. Machiavelli’s leadership ethics has a sophistication not fully enjoyed by his reputation in management scholarship. He would not score as especially “Machiavellian” on the Mach IV. Many of his ideas contain seeds for theories that are now considered important for leadership today. (shrink)

This book opens a new field within business science: management philosophy. This discipline gives a thorough and critical foundation of a theory of management and leadership beyond any talk of "value-based" management, and "ethical accounting". It presents an uncompromising picture of the real leader through a set of leadership virtues, focusing on human duties, not on human rights. The book demonstrates that only through philosophy it is possible to establish a genuine science of management, overcoming the pressures of (...) functionalism, opportunism and pragmaticism, inherent in the hyper-modern corporation shaped by high-tech and information advantages. (shrink)

The paper describes the particular design of a mandatory course in business ethics for MBA students at the Norwegian School of Management. The title “Ethics, Values, and Integrity in Management” instead of “business ethics” was chosen on purpose in order to allow students—who all come with extensive job experience—to distinguish on their own between moral leadership and ethics management by the end of the course. The ultimate goal of the course is to help students understand the normative demands of (...) good leadership without sacrificing either managerial effectiveness or ethics. Especially, when the international student body consists of participants from different parts of the world, it was important to make sure that students could relate ethics to the concept of leadership based on their own cultural traditions. A short survey conducted for this paper among the alumni MBA students yielded information about the usefulness of the course after it has been running for 10 years. The survey confirmed increased ethical awareness and the usefulness of skills for moral reflections and decision making. (shrink)

Body metaphors and body fables were frequently used in ancient discourse for social communities and politics. This article will examine a body fable by the Greek fabulist Babrius that has been overlooked in research so far. It shows a remarkable similarity to 1 Corinthians 12 through the use of central terms such as σῶμα and μέλος or personified speaking body parts such as an eye and head. Even if no literary direct dependence is claimed, the text, which was written at (...) about the same time as 1 Corinthians, sheds light on Paul's understanding of the body fable. It becomes apparent, however, that the rhetorical function is fundamentally different in the two texts. Whilst the body fable in Babrius reinforces hierarchical structures, Paul emphasises the equality of the various body parts. The discussion about the 'implicit ethics' of these two texts is hermeneutically embedded in the current Corona crisis and the management of the crisis in different forms of organisation and state. CONTRIBUTION: The contribution makes the overlooked Babrius Fable 134, a body fable in political context, known in New Testament scholarship. A comparison with 1 Corinthians 12 points out that despite close analogies in plot and vocabulary, the message regarding the social structure diverges radically: While Babrius propagates a reinforcement of hierarchical leadership, 1 Corinthians 12 pleads for a community based on equivalence. (shrink)

The purpose of this article is to explore the notion that certain aspects of Stoic thinking can give useful insights into some salient issues in current management theories. The Stoics, as represented in this paper chiefly by Epictetus, concerned themselves with: management of self, management processes and information. The main focus is on ethics — how the individual and the organisation ought to behave. Pierre Hadot, in ‘Philosophy as a Way of Life’ notes ‘a degree of resonance between Stoic prescriptions (...) and recent theories of leadership and governance’. This article attempts to explain the resonance by identifying a convergence between some management theories and certain aspects of Stoic thought. Certain key terms of Stoicism can find direct correlates in modern managerial terminology. It is suggested that the convergence can occur in terms of the topic — the reference point or issue, the reference group of thinkers concerned with the issues and the cultural and social context. (shrink)

In this article, we philosophically reflect on the nature of business management. We move beyond the political paradigm of the conceptualization of management in order to lay the ground for a philosophy of business management. First, we open-up the self-evident conceptualization of business management in contemporary management practices by comparing ancient and contemporary definitions of management. Second, we develop a framework with six dimensions of the nature of business management that can guide future philosophical and empirical work on the nature (...) of business management: management control, people management, asset management and entrepreneurial action, management as participation, management as responsive action and management as constituting meaning. (shrink)

The paper defines the practice of tanking in regard to sport organizations and differentiates this approach from activities such as match fixing and team building. Thereafter, the ethical implications tanking presents are developed using Alasdair MacIntyre’s neo-Aristotilean ethical framework. In particular, MacIntyre’s concept of a practice that supports both internal and external goods is discussed to examine the moral questions tanking presents. The insights developed within this analysis are applied throughout to the specific practice of basketball within the discrete institution (...) of the National Basketball Association. Finally, the paper discusses some broader implications the tanking strategy presents for the management and leadership of a sophisticated sport franchise. (shrink)

The article places its reflections in the precise point where management, business ethics and leadership converge. After considering and making reference to the latest publications at the international level on the ethical dimension of leadership, the article focuses on a certain type of leadership, so to speak, qualified, adjectival: that which emanates from the perspective offered by the spirituality of Saint Ignatius of Loyola and the Company of Jesus, to which so much interest has been paid in (...) recent times. The approach to the topic is specifically oriented from a perspective of Moral Philosophy, which leads, in conclusion, to underline the constitutively ethical dimension of the human person. From this anthropological reality emerges, on the one hand, the condition of possibility of the proposals of moral content to which to abide in the decision-making; on the other hand, the need and inevitability of having to go each one of oneself in a certain way -good, bad, excellent, mediocre, lousy- at the same time that each one is leading himself -through his behavior-, do things and make decisions... Third, that moral structure must also be understood as the condition that allows us to affirm that, from a Philosophical Anthropology consideration, we all are leaders -at least, of ourselves-; that, consequently, we are also responsible for what we do and how we are doing, when acting; and that, finally, all this connects with the keys that lead to the so-called Ethics of Virtue. (shrink)

This paper considers the conception of leadership and management found in the UK government’s school leadership initiative. It contrasts earlier ‘scientific’ theory with the more recent ‘humanistic’ theory on which the initiative appears to be based, and finds that they share significant features and flaws. Moreover, despite the moral tone of the new initiative, it finds on examination that it is based on an emotivist theory of ethics that in practice may require the headteacher to be manipulative in (...) her leadership and management of the school. Finally, it outlines an alternative conception of leadership. (shrink)

Abstract:Popular media, communitarian writings, and recent management literature suggest that communities and organizations are rent by factional mischief: by individuals and groups who pursue their own selfish interests without regard for the common good. An emerging solution to this problem is “transformational” leadership, which seeks to refocus individuals’ attention on higher visions and collective goals. The dangers of such a solution were identified by James Madison at the Constitutional Convention of 1787; and mechanisms to thwart it were designed into (...) the framers’ system of government. This article examines Madison’s objections and the implications of his political theory for the leadership of modern organizations. (shrink)

This paper explores the use of an ethics framework based on the Public Health Code of Ethics to guide rationing decisions during a pandemic flu crisis involving a shortage of ventilators. While the law provides public health officials with authority to act, public health officials, as community leaders and health department managers, must address complex questions about how they should use their legal authority, how they can ethically justify a particular action, how they should engage community stakeholders in decision making, (...) and how the process of public justification should take place. Recognising the need for a tool that could help public health officials manage ethical tensions in practice, such as allocation of scarce resources, the Public Health Leadership Society led efforts to develop a Public Health Code of Ethics. The 12 Principles in the Code were written to express the general norms implicit in the practice of public health professionals. The Code offers no hierarchical weighting of the different principles and anticipates that weights and specification of the principles would take place in the context of each community through a process of engagement between public health officials and community stakeholders about specific cases. We describe how public health officials can use the Code to guide deliberation in helping communities prepare to address the tragic choices when allocating scarce ventilators in an influenza pandemic. (shrink)

Electronic inspection copies are available for instructors What and who is business for? What exactly is work and how can we distinguish it from other activity? Do businesses operate along different ethical lines from individuals? This clear and accessible text introduces key philosophical concepts and ideas and applies them to fundamental issues in management and organizations. Written for business and management students with no previous knowledge of philosophy, this text will lead readers to question the basic assumptions widely made about (...) business and management. An Introduction to the Philosophy of Management is packed with case studies and examples which provoke thought and discussion. Coverage includes crucial topics such as business ethics, culture and leadership. Key features: - Boxed definitions of key concepts - Real life case studies and examples - Questions for Reflection - Further reading This text is essential reading for any business and management student wanting to think creatively. (shrink)

Fables and the Art of Leadership brings those same values and philosophy to the workplace, where they're now needed more than ever. This unique and timely work is for everyone who aspires to become and be a better leader.

When a series of corporate scandals erupted soon after the collapse of the 1990s bull market in equities, policy makers and reformers chiefly responded by augmenting and refining the checks and balances surrounding publicly traded corporations. Through measures such as the Sarbanes-Oxley Act of 2002, securities regulations were intensified and corporate governance was tightened. In essence, reformers followed the tradition of modern political philosophy, developed in the 17th and 18th centuries, in its insistence that pro-social outcomes are best produced through (...) institutional mechanisms that harness self-interest. The empirical evidence, however, suggests the institutional approach will do little to prevent future ethical breakdowns. To corroborate this finding, we survey the literature on board composition, auditor consulting practices, shareholder activism, and executive compensation. Consequently, we look to another stream of political philosophy, the ancient tradition comprising Plato and Aristotle, which argues that social groupings, such as corporations, work best when led by individuals of good character. Applying the ancient view to modern commercial realities, the paper concludes that Benjamin Franklin's attempt to connect virtuous character with enlightened self-interest offers a compelling ethic for corporate leaders. (shrink)

The evolving Sino-Russian relationship is a cornerstone in contemporary international relations, with significant implications for global peace, stability, and strategic balance. This dynamic has progressively deepened, transitioning from a "strategic partnership of coordination" to a "comprehensive strategic partnership of coordination for a new era," marked by enhanced political trust and strategic alignment. Notably, the intensification of this partnership under the leadership paradigms of Xi Jinping has yielded significant advancements in military, technological, economic, and cultural domains. This paper explores the (...) ethical and philosophical challenges and opportunities presented by the Sino-Russian relationship from the perspective of ecopolitical philosophy, which considers the environmental implications of these international dynamics. As global leaders in energy consumption and environmental impact, China and Russia's ecological policies carry profound ethical considerations, which intersect with religious and moral philosophy concerning stewardship of the earth and intergenerational justice. The evolving Sino-Russian relationship is a cornerstone in contemporary international relations, with significant implications for global peace, stability, and strategic balance. This dynamic has progressively deepened, transitioning from a "strategic partnership of coordination" to a "comprehensive strategic partnership of coordination for a new era," marked by enhanced political trust and strategic alignment. Notably, the intensification of this partnership under the leadership paradigms of Xi Jinping has yielded significant advancements in military, technological, economic, and cultural domains. This paper explores the ethical and philosophical challenges and opportunities presented by the Sino-Russian relationship from the perspective of ecopolitical philosophy, which considers the environmental implications of these international dynamics. As global leaders in energy consumption and environmental impact, China and Russia's ecological policies carry profound ethical considerations, which intersect with religious and moral philosophy concerning stewardship of the earth and intergenerational justice. In the context of this relationship, ethical questions arise regarding the balance of power and environmental responsibility, the moral obligations to address climate change, and the ethical management of natural resources. These considerations are crucial as both nations seek to uphold their commitments to sustainable development while navigating the complexities of their strategic alliance. The analysis is framed by Xi Jinping's diplomatic philosophy, which advocates for a new model of major power relationships based on mutual respect and ecological sustainability. This approach underscores the need for a deeper understanding of the philosophical underpinnings that guide international relations in the era of significant environmental challenges. By examining the Sino-Russian relationship through the lens of global environmental ethics, this study contributes to a broader discourse on how major powers can negotiate their strategic interests with their moral responsibilities to the global community. (shrink)

What follows is a dialogue, in the Platonic sense, concerning the justifications for "business ethics" as a vehicle for asking questions about the values of modern business organisations. The protagonists are the authors, Gordon Pearson – a pragmatist and sceptic where business ethics is concerned – and Martin Parker – a sociologist and idealist who wishes to be able to ask ethical questions of business. By the end of the dialogue we come to no agreement on the necessity or justification (...) for business ethics, but on the way discuss the uses of philosophy, the meanings of integrity and trust, McDonald''s, a hypothetical torture manufacturer and various other matters. (shrink)

The creative thinking and ability of top management team members is important in coping with rapid changes in the external environment and improving the competitive advantage of an organization. This research focuses on the CEO–TMT interface to explain how CEOs influence TMT characteristics, which in turn affects TMT outcomes. Based on social learning theory, this study examines the associations among CEO ethical leadership, TMT cohesion and TMT creativity in a Chinese context using a total of 91 top management teams. (...) To verify the reliability and validity of the constructs, a series of confirmatory factor analyses (CFAs) were run. The results showed that the hypothesized model captured distinct constructs and fits the data well. Multistep regression method was used to test hypotheses. The results indicated that (a) CEO ethical leadership has a positive effect on TMT creativity; (b) TMT cohesion plays a mediating role in the relationship between CEO ethical leadership and TMT creativity; and (c) power distance plays a moderating role in the relationship between CEO ethical leadership and TMT creativity. The greater the power distance, the weaker the positive relationship between CEO ethical leadership and TMT creativity. This study demonstrates the value of CEO ethical leadership and advocates the importance of establishing team cohesion and building a psychologically safe environment to motivate top managers within an organization to share information and knowledge to improve creativity. (shrink)