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These chapters on ‘Responsible Leadership’ represent the latest thinking on a topic of increasing relevance in a connected world. There are many challenges that still remain when it comes to establishing responsible leadership both in theory and practice. Whilst offering conceptualisations for the improvement of leadership is a first and perhaps easier response, what is more difficult is to facilitate the actual change to happen. These chapters will not only generate interest in the emerging domain of studies on responsible leadership, but also will pave the way for future research in this area in the years to come. Previously Published in the Journal of Business Ethics, Volume 98 Supplement 2, 2011​
Presenting a follower-centered perspective on leadership, this book focuses on followers as the direct determinant of leadership effects because it is generally through follower reactions and behaviors that leadership attempts succeed or fail. Therefore, leadership theory needs to be articulated with a theory of how followers create meaning from leadership acts and how this meaning helps followers self-regulate in specific contexts. In this book, an attempt is made to develop such a theory, maintaining that the central construct in this process is the self-identity of followers. In developing this theoretical perspective, the authors draw heavily from several areas of research and theory. The most critical constructs do not come directly from the leadership literature, but from social and cognitive theory pertaining to follower's self-identity, self-regulatory processes, motivation, values, cognitions, and emotions and perceptions of social justice. Leaders may have profound effects on these aspects of followers and it is by analyzing such indirect, follower-mediated leadership effects that most ideas regarding leadership theory and practice are developed. Due to its broad theoretical focus, this book is relevant to a number of audiences. The authors' principal concern is with the development of leadership theory and the practice of leadership making the book relevant to audiences in management, applied psychology, and social psychology. They have tried to clearly define key constructs and provide practical examples so that the book could be accessible to advanced undergraduate students. However, the diversity of the underlying theoretical literatures and the complexity of the framework developed also make the book appropriate for graduate courses in those disciplines, and for readers with a professional interest in leadership theory or practice.
The success of an organization may be dependent on limiting the potential for deviant behavior, and if necessary, reacting to deviant behavior in a positive way. Managing Organizational Deviance goes beyond questions of control to also consider ethical dimensions of conduct. As a result, it teaches students who will go on to inhabit organizations to become familiar with the ethical implications of deviant and dysfunctional behavior in addition to managing this behavior in an effective way.
Bachelor Thesis from the year 2016 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, University of Cologne, language: English, abstract: Leaders act as mediators between an organization and its employees. They are agents of the organization and have a role model function for their followers. Since leaders play a significant role in motivating ethical behaviour of their subordinates, most scholars have focused on the consequences of leader behaviour on their followers. However, it is more complex and therefore ethical behaviour should be determined in a first step. Imagine a situation in which someone detects a colleague hiding information about the environmental pollution of a new production process. Is it ethically right to collaborate and be loyal to the colleagues and protect the entire organization? Or is it ethically right to tell the truth to supervisors or the public to protect the environment and a larger society? What about a situation in which someone observes a co-worker manipulating sales numbers that are necessary to achieve group targets? Is it ethically right to collaborate and maintain silence? Or is it ethically right to tell the truth even though group objectives cannot be achieved by being honest? What, if jobs are related to achievement of objects and are possibly cut in case of not obtaining these targets? Imagine a situation in which someone withholds relevant information about a customer to other members of the organization who do not work on the same team. Is it ethically right to deprive these information in order to give an edge to the in-group? Or is it ethically right to share those details across all colleagues who hold a stake in order to improve the overall performance? What is perceived as ethically right, wrong or desirable differs across cultures, organizations, individuals and situations. In contrast to the leader perspective of previous scholars and considering those differences Fehr, Yam and Dang took a follower-centric perspective on ethical leadership. Within their novel conceptualization of ethical leader perception moralized leader behaviour can entail value consistent behaviour, depending on what is morally relevant to an individual and the organizational culture. If ethical leader behaviour is subject to moral values of an individual or of the organization, it depends on either the organization and the leader’s behaviour or the moral identity of a follower and the leader’s behaviour, if this behaviour is perceived as ethically right or desirable.
Understanding and preventing destructive leadership and the far-reaching consequences it can have on individuals and organizations.
Sergeant William Calley's defense of his behavior in the My Lai massacre and the widespread public support for his argument that he was merely obeying orders from a superior and was not personally culpable led Herbert C. Kelman and V. Lee Hamilton to investigate the attitudes toward responsibility and authority that underlie "crimes of obedience"--not only in military circumstances like My Lai but as manifested in Watergate, the Iran-Contra scandal, and the Kurt Waldheim affair. Their book is an ardent plea for the right and obligation of citizens to resist illegal and immoral orders from above.
This book encompasses the latest thinking on management and organisations in China's transitional economy. It examines key topics in areas including the reform of state enterprises, management of international joint ventures, business networks and guanxi, and Chinese organizational behaviour.
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 monograph is the result of research on Application of the Concept of Unethical Action on Governance of Public Services to Strengthen Integrity and Public.