Ethical leadership has come to the forefront of management thought in the twenty-first century in the wake of breaches of judgement and integrity that have plagued international markets. This volume assembles an international cadre of management scholars to explore questions surrounding ethical leadership. Using a variety of methods and approaches, this collection of studies examines how people determine the ethicality of their leaders, the complex connection of trust and those perceptions, and how that affects positive employee outcomes in the private and public sectors. Issues are explored both from the standpoint of behaving unethically and behaving ethically at the individual and firm levels. The diversity of approaches and penetrating insight makes this a valuable resource for anyone interested in understanding the dynamics of ethics and leadership.
This book was originally published as a special issue of the Journal of Change Management.
|Publisher:||Taylor & Francis|
|Sold by:||Barnes & Noble|
|File size:||3 MB|
About the Author
Steven L. Grover (University of Otago, New Zealand) has been researching and publishing on behavioural ethics in the top journals for over 25 years, and currently focuses on trust violation and recovery in the supervisor-subordinate relationship.
Thierry Nadisic (EMLyon, France) conducts research on topics relating to organizational fairness, well-being, and emotions at work, in the context of leadership and team management.
David Patient (Católica-Lisbon School of Business and Economics, Portugal) focuses his current research on motivation and organizational justice during "tough times", with a focus on communication of difficult news in the workplace and in medical settings.
Table of Contents
1. Bringing together different perspectives on ethical leadership Steven L. Grover, Thierry Nadisic and David L. Patient
2. Toward the measurement of perceived leader integrity: introducing a multidimensional approach Robert H. Moorman, Todd C. Darnold, Manuela Priesemuth and Craig P. Dunn
3. The interplay between HR practices and perceived behavioural integrity in determining positive employee outcomes Laura Innocenti, Alessandro M. Peluso and Massimo Pilati
4. Trust and leadership: Toward an interactive perspective Stefan Klaussner
5. What’s the difference? Ethical leadership in public, hybrid and private sector organizations Leonie Heres and Karin Lasthuizen
6. Managers’ corporate social responsibility perceptions and attitudes across different organizational contexts within the non-profit-for-profit organizational continuum Andromachi Athanasopoulou