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Cited by 881Ethics in Business and EducationJob Satisfaction and Organizational BehaviorLeadership and Management in Organizations

Ethical and Unethical Leadership: Exploring New Avenues for Future Research

Brown, Michael E., Mitchell, Marie S.·2010·Business Ethics Quarterly
DOI 10.5840/beq201020439
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Abstract

The purpose of this article is to review literature that is relevant to the social scientific study of ethics and leadership, as well as outline areas for future study. We first discuss ethical leadership and then draw from emerging research on “dark side” organizational behavior to widen the boundaries of the review to include un ethical leadership. Next, three emerging trends within the organizational behavior literature are proposed for a leadership and ethics research agenda: 1) emotions, 2) fit/congruence, and 3) identity/identification. We believe each shows promise in extending current thinking. The review closes with discussion of important issues that are relevant to the advancement of research on leadership and ethics.

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Crossref · 10.5840/beq201020439

Cites

16 of 16 references verified0 citation errors · 0 not checkable

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  • Another unique aspect of ethical leadership relative to other moral approaches is its reliance on transactional influence to compel followers to conform to normative standards.

    “Another unique aspect of ethical leadership relative to the other moral approaches to leadership is its reliance on transactional influence as a method to compel followers to conform to normative standards (Brown et al., 2005;Brown & Mitchell, 2010).”

    From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Brown & Mitchell, 2010

  • Ethical leadership theory maintains that alongside basic moral elements such as fairness and honesty, the construct's view of morality is guided chiefly by the importance of compliance with norms and standards.

    “Ethical leadership theory maintains that alongside basic moral elements such as fairness and honesty, the construct's view of morality is guided chiefly by the importance of compliance with norms and standards (e.g., Brown et al., 2005;Brown & Mitchell, 2010;Brown & Treviño, 2006;Treviño et al., 2003).”

    From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Brown & Mitchell, 2010

  • This ambiguity is deliberate such that behaviors or mindsets considered unethical in one industry or country might be quite acceptable in another.

    “This ambiguity is deliberate such that behaviors or mindsets considered unethical in one industry or country might be quite acceptable in another (Brown & Mitchell, 2010).”

    From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Brown & Mitchell, 2010

  • The phrase "normatively appropriate conduct" in ethical leadership's definition is intentionally ambiguous because it reflects the belief that ethical behavior is determined by compliance with norms and rules relative to the organization, industry, and national culture.

    “Brown and Mitchell (2010) noted that the phrase “normatively appropriate conduct” in ethical leadership's definition is intentionally ambiguous because it reflects the belief that ethical behavior is determined by compliance with norms and rules relative to the organization, industry, and national culture.”

    From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Brown and Mitchell, 2010

  • Ethical leaders would be most sensitive to contextual issues because of their awareness and prioritization of cultural and organizational norms.

    “Ethical leaders would be most sensitive to these contextual issues because of their awareness and prioritization of cultural and organizational norms (Brown et al., 2005;Brown & Mitchell, 2010).”

    From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as Brown & Mitchell, 2010

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Authors
Brown, M. E., & Mitchell, M. S.
ORCID
Venue
Business Ethics Quarterly
Publisher
Cambridge University Press (CUP)
Published
2010-10
Volume
20
Issue
4
Pages
583-616
ISSN
  • 1052-150X (ISSN-L)
  • 2153-3326
DOI
10.5840/beq201020439
OpenAlex
W2034534447
Cited by
881
References
16
Citations by year
2026: 50 · 2025: 53 · 2024: 90 · 2023: 71 · 2022: 71 · 2021: 85 · 2020: 86 · 2019: 68 · 2018: 60 · 2017: 52 · 2016: 35 · 2015: 47 · 2014: 50 · 2013: 30 · 2012: 23
FWCI
43.23
Type
journal article
Language
en
Open access
closed
Licence
www.cambridge.org/core/terms (unspecified, 1575 d)
Locations
  • Business Ethics Quarterly (publishedVersion)
  • RePEc: Research Papers in Economics (submittedVersion)
Topics
  • Social Sciences › Decision Sciences › Information Systems and Management › Ethics in Business and Education
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
Keywords
ethical leadership, unethical leadership, dark side of leadership, organizational behavior, emotions in leadership, identity and identification, research agenda

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