Ethical Leadership In Organizations

This book links ethical leadership theory to the implementation of improved leadership practices, particularly in highly operational environments. It builds on the recognition that bad forms of leadership lead to declining motivation and consequently to problems in the social climate and quality of work in organizations and the personal health of employees. It is based on a qualitative study from 100 in-depth interviews using inductive categorization, retrieving deep, rich and unprompted data from a highly developed and advanced production facility. The book reviews the current state of research in this field and describes the setup of the underlying study, linking it to the author’s professional experience. It discusses the research design, its testing and its adaption to organizational practice. The book presents the findings of the study, introduces specific issues arising from the analysis, then critically discusses the interpretation of the findings and matches these with theoretical concepts. One finding of the study is that CSR and ethics are too often implemented with a focus on governance, process and reporting, without looking at leadership on all levels as the critical component. Finally it discusses the conclusions and implications derived from the findings. Overall, the book critically assesses how ethical leadership can be practically implemented in business organizations as a means of transforming organizations into better-governed institutions that exhibit ethical behavior. Foreword by Prof Dr James F. O'Kane, Dean of The Business School, Edinburgh Napier University /div

Capitalizing on significant developments in social science over the past twenty years, this book explores both the positive and negative aspects of power, identifying opportunities and threats. It shows how managers and employees can manage power in order to make it a constructive force in organizations.

Maximizing productivity without regard for human consequences, the quest for profit above all else, the stifling of individual personality and creative expression, a competitive atmosphere-these are the reigning features of the modern workplace. Although many writers have called attention to the debilitating effects of this dehumanization of the working environment, solutions have been less in evidence. In The Anatomy of Ethical Leadership, Lyse Langlois frames the problem in terms of ethics, pointing to the fact that managers are often uncertain how to integrate ethical considerations into their process of decision making. She explores the instrumental, often highly legalistic patterns of thought that pervade modern organizations and proposes instead a new emphasis on dialogue and on modes of reasoning that make room for the complexity of ordinary reality. To that end, she outlines a trajectory for ethical, responsible, and authentic decision making--the TERA model-that managers --

The Ethical Leader showcases the necessity and practicality of using an ethics-based business model for competitive advantage and long-term organizational success. Ethical behaviour by businesses, or their staff, is often seen as the corporate and social responsibility icing on an organizational cake – something that is nice to do but never really essential. But by turning this view around – and making ethical behaviour a primary focus – Witzel shows how businesses can create and maintain long-term competitive advantage. Trust and respect among key stakeholder groups, particularly employees and customers, cannot be overstated in their importance to an organization's success: trust engenders loyalty and good reputation, which in turn builds brand value. However, while ethical behaviour is key to trust-building, in order for an organization to see lasting, positive outcomes it needs to go deeper than something managers do out of a sense of moral duty. The Ethical Leader shows why ethical practice has to be the platform on which a strong and enduring business can be built, and leaders and managers need to provide the necessary tools and insights to enable this to happen. Witzel offers a practical introduction to some of the key concepts in ethics, including how to deal with ethical paradoxes and making ethical decisions. The book explores the specifics of what makes an ethical leader, and how leaders can communicate values and standards across an organization in order to engage the trust of employees, consumers, shareholders and the wider community.

As the leadership field continues to evolve, there are many reasons to be optimistic about the various theoretical and empirical contributions in better understanding leadership from a scholarly and scientific perspective. The Oxford Handbook of Leadership and Organizations brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field. It provides a broad picture of the leadership field as well as detailed reviews and perspectives within the respective areas. Each chapter, authored by leading international authorities in the various leadership sub-disciplines, explores the history and background of leadership in organizations, examines important research issues in leadership from both quantitative and qualitative perspectives, and forges new directions in leadership research, practice, and education.

This book develops an interdisciplinary conceptualisation and a practical application of virtue ethics to leadership in international organisations.

This text explores the nature of ethical leadership in terms of that which is viewed as morally good, & that which is viewed as technically or professionally competent. Drawing on the authors' experience in teaching & researching leadership, it provides a model from which practical strategies can be derived for good & effective leadership.

This illuminating and practical collection of essays addresses the increasingly important topics of corporate ethics, social responsibility, and sustainability in the context of effective global business strategies. Instead of condemning business, or exhorting corporate leaders to "do good," the authors deal with the "hot button" issues of our time in a cool and rational manner, seeing them as opportunities rather than as problems. As the authors illustrate, there is no necessary trade-off between business leaders doing the right thing, on one hand, and the profitable thing, on the other. They demonstrate that ethics is not peripheral, or in addition to, the central concerns of business. To the contrary, ethics and good citizenship are at the heart of all good business strategies, decisions, and organizational cultures. These essays offer useful examples of how executives can create strategies and cultures that are, both and at the same time, ethical and effective--the essence of GOOD BUSINESS. A PUBLICATION OF THE INSTITUTE FOR ENTERPRISE ETHICS Daniels College of Business, University of Denver