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Ethics, the heart of leadership
Abstract
The chapters in this book explore the ethical dynamics between leaders and followers in business and in society as a whole. They argue that power and authority in today's world stem not from position or coercion, but from trust, commitment, and values shared with those who are led. The authors raise important questions such as: How do people give and get trust? What moral hazards are inherent in transformational and charismatic leader/follower relationships? What roles do deception and self-deception play in giving and receiving power? The reader will gain a better understanding of the complex moral interaction of leaders and followers and why healthy moral relationships between leaders and followers are central to effective leadership. Practitioners, academics, and students will find this passionate collection invaluable in understanding the exciting and often controversial field of leadership and ethics.
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Citations
Cited by
Ethical leadership: A social learning perspective for construct development and testing
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2005.03.002 · Cited by 5,435
Ethical leadership: A review and future directions
Brown, M. E., & Treviño, L. K. (2006) · The Leadership Quarterly · doi:10.1016/j.leaqua.2006.10.004 · Cited by 4,029
Authentic Leadership: Development and Validation of a Theory-Based Measure†
Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008) · Journal of Management · doi:10.1177/0149206307308913 · Cited by 3,471
Distributed leadership as a unit of analysis
Gronn, P. (2002) · The Leadership Quarterly · doi:10.1016/s1048-9843(02)00120-0 · Cited by 2,059
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.11.005 · Cited by 1,426
“…influences, bottom-up processes, such as the influence of followers and intrapersonal dynamics, are also important in understanding how leaders influence organizations and how leadership outcomes are achieved (Dinh & Lord, 2012; Howell & Shamir, 2005; Marion & Uhl-Bien, 2002; Shamir, 2007).”
BackgroundTreviño, L. K., Brown, M., & Hartman, L. P. (2003) · Human Relations · doi:10.1177/0018726703056001448 · Cited by 1,372
De Hoogh, A. H. B., & Den Hartog, D. N. (2008) · The Leadership Quarterly · doi:10.1016/j.leaqua.2008.03.002 · Cited by 1,039
Ethical and Unethical Leadership: Exploring New Avenues for Future Research
Brown, M. E., & Mitchell, M. S. (2010) · Business Ethics Quarterly · doi:10.5840/beq201020439 · Cited by 881
A meta-analytic review of ethical leadership outcomes and moderators
Bedi, A., Alpaslan, C. M., & Green, S. (2016) · Journal of Business Ethics · doi:10.1007/s10551-015-2625-1 · Cited by 698
Kaptein, M. (2008) · Journal of Organizational Behavior · doi:10.1002/job.520 · Cited by 522
A Leadership Identity Development Model: Applications from a Grounded Theory
Komives, S. R., Longerbeam, S. D., Owen, J. E., Mainella, F. C., & Osteen, L. (2006) · Journal of College Student Development · doi:10.1353/csd.2006.0048 · Cited by 494
Development of the servant leadership assessment instrument
Dennis, R. S., & Bocarnea, M. (2005) · Leadership & Organization Development Journal · doi:10.1108/01437730510633692 · Cited by 458
The effect of leader moral development on ethical climate and employee attitudes
Schminke, M., Ambrose, M. L., & Neubaum, D. O. (2005) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2005.03.006 · Cited by 454
Responsible Leadership in Global Business: A New Approach to Leadership and Its Multi-Level Outcomes
Voegtlin, C., Patzer, M., & Scherer, A. G. (2012) · Journal of Business Ethics · doi:10.1007/s10551-011-0952-4 · Cited by 428
Gardner, W. L., Lowe, K. B., Moss, T. W., Mahoney, K. T., & Cogliser, C. C. (2010) · The Leadership Quarterly · doi:10.1016/j.leaqua.2010.10.003 · Cited by 347
Kacmar, K. M., Bachrach, D. G., Harris, K. J., & Zivnuska, S. (2011) · Journal of Applied Psychology · doi:10.1037/a0021872 · Cited by 311
Qing, M., Asif, M., Hussain, A., & Jameel, A. (2020) · Review of Managerial Science · doi:10.1007/s11846-019-00340-9 · Cited by 303
The ethics of authentic transformational leadership
Price, T. L. (2003) · The Leadership Quarterly · doi:10.1016/s1048-9843(02)00187-x · Cited by 274
Bhal, K. T., & Dadhich, A. (2011) · Journal of Business Ethics · doi:10.1007/s10551-011-0876-z · Cited by 201
Karakas, F., & Sarigollu, E. (2013) · Journal of Business Ethics · doi:10.1007/s10551-013-1691-5 · Cited by 97
A Kantian theory of leadership
Bowie, N. (2000) · Leadership & Organization Development Journal · doi:10.1108/01437730010335427 · Cited by 55
Metadata
- Venue
- Choice Reviews Online
- Publisher
- American Library Association
- Published
- 1998-11-01
- Volume
- 36
- Issue
- 03
- Pages
- 36-1663-36-1663
- ISSN
- 0009-4978 (ISSN-L)
- 1523-8253
- OpenAlex
- W1520904419
- Cited by
- 513
- References
- 0
- Type
- book review
- Language
- en
- Open access
- closed
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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
