The Sensible Leader is an Ethical Leader

2021 ◽  
pp. 108-115
Author(s):  
Nicolas Majluf ◽  
Nureya Abarca
Keyword(s):  
Ethical Leader

Do Business Ethics Pay Off?

2010 ◽  
Vol 218 (4) ◽  
pp. 213-224 ◽  
Author(s):  
Maria Strobel ◽  
Andranik Tumasjan ◽  
Isabell Welpe
Keyword(s):  
Corporate Social Responsibility ◽  
Competitive Advantage ◽  
Ethical Leadership ◽  
Ethical Behavior ◽  
Highly Qualified ◽  
Organizational Attractiveness ◽  
Correlational Data ◽  
Underlying Mechanisms ◽  
Corporate Social ◽  
Ethical Leader

The ability to attract highly qualified employees constitutes a significant competitive advantage, and is ultimately linked to an organization’s economic success. Creating and maintaining organizational attractiveness is therefore crucial to organizations. While previous research has demonstrated that an organization’s ethical conduct (e.g., corporate social responsibility) enhances its attractiveness for potential employees, there is no empirical evidence on whether the ethical behavior of an organization’s leaders can also affect organizational attractiveness. Using both experimental and correlational data we investigate the influence of leader ethical behavior on organizational attractiveness and examine the underlying mechanisms behind this relationship. In line with our hypotheses, ethical leader behavior leads to significantly higher ethical leadership ratings and to significantly higher ratings of organizational attractiveness. Furthermore, higher ethical leadership ratings were associated with stronger intentions to pursue employment with the respective organization. This effect was simultaneously mediated by organizational prestige and the general attractiveness of the organization.

scholarly journals BEING AN ETHICAL LEADER DURING THE APOCALYPSE: LESSONS FROM THE WALKING DEAD TO FACE THE COVID-19 CRISIS

2021 ◽  
Author(s):  
Oihab Allal-Chérif ◽  
María Guijarro-García ◽  
José Carlos Ballester-Miquel ◽  
Agustín Carrilero-Castillo
Keyword(s):  
The Walking Dead ◽  
Ethical Leader ◽  
Walking Dead

The president as ethical leader of the campus

1981 ◽  
Vol 1981 (33) ◽  
pp. 15-27
Author(s):  
Donald E. Walker
Keyword(s):  
Ethical Leader

Moralized Leadership: The Construction and Consequences of Ethical Leader Perceptions

2015 ◽  
Vol 40 (2) ◽  
pp. 182-209 ◽  
Author(s):  
Ryan Fehr ◽  
Kai Chi (Sam) Yam ◽  
Carolyn Dang
Keyword(s):  
Leader Perceptions ◽  
Ethical Leader

Effects of Machiavellian ethical leadership and employee power distance on employee voice

2017 ◽  
Vol 45 (9) ◽  
pp. 1485-1498 ◽  
Author(s):  
Won Jun Kwak ◽  
Ji Hyun Shim
Keyword(s):  
Ethical Leadership ◽  
Leadership Training ◽  
Organizational Context ◽  
Power Distance ◽  
Training And Development ◽  
Employee Voice ◽  
Work Behaviors ◽  
Leader Behaviors ◽  
Power Distance Orientation ◽  
Ethical Leader

We investigated how employees respond to Machiavellian supervisors exerting ethical leadership. Participants were 252 matched supervisor–employee dyads, and we administered measures of supervisor ethical leadership, employee voice, employee power distance orientation, and supervisor Machiavellianism. Results revealed that Machiavellian supervisors' ethical leader behaviors were perceived to be genuine by subordinate employees, and that ethical leadership promoted supervisors' extrarole voice behaviors. Further, the effects of Machiavellian supervisors' ethical leader behaviors on employee voice were intensified in the particular organizational context of higher, versus lower, employee power distance orientation. Given the major finding that ethical leader behaviors demonstrated by Machiavellian supervisors were effective whether or not they were genuine, ethical leadership training and development are suggested to help promote desirable employee work behaviors, including voice.

Conflicting prescriptions for ‘ethical’ leadership in complex institutions: Perspectives from US collegiate athletic administrators

Leadership ◽  
2015 ◽  
Vol 13 (3) ◽  
pp. 368-387 ◽  
Author(s):  
Calvin Nite ◽  
Trevor Bopp
Keyword(s):  
United States ◽  
Servant Leadership ◽  
Ethical Leadership ◽  
College Athletics ◽  
The United States ◽  
Athletic Administrators ◽  
Institutional Logic ◽  
Institutional Complexity ◽  
Ethical Frameworks ◽  
Ethical Leader

This research sought to demonstrate how institutional complexity within the field of college athletics in the United States offers conflicting prescriptions for ethical leadership. With college athletics serving as the context for this investigation, data were collected from 14 athletic administrators at four universities. Participants suggested that ethical leadership in college athletics consisted of prioritizing the institution while integrating servant leadership. We discussed how these two logics are conceptually incompatible, thereby creating conflicting perspectives as to what it meant to be an ethical leader. By incorporating an institutional logic perspective, we demonstrated that conceptions of ethical leadership are subjected to engrained ideals that may not always be compatible as they lend themselves to differing ethical frameworks. The contextual implications as well as the broader discipline implications of this research are discussed.

The Ethical Leader

2006 ◽  
Vol 30 (1) ◽  
pp. 5-10 ◽  
Author(s):  
Kathleen Sanford
Keyword(s):  
Ethical Leader
Sign in / Sign up

Export Citation Format

Share Document