Are ethical theories relevant for ethical leadership?

Dion, Michel

doi:10.1108/01437731211193098

Cited by 56 publications

(44 citation statements)

References 42 publications

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“…Dion (2012) reviewed eight approaches to leadership, most of which can be framed in the light of the independent vs. interdependent self-construal framework. For instance, Flamholz's (1990) theory of directive leadership distinguishes several styles of leadership that could reflect high levels of interdependent self-construal (e.g.…”

Section: Self-construal and Leadership Stylesmentioning

confidence: 99%

The psychological consequences of power on self-perception: implications for leadership

Voyer

McIntosh

2013

Leadership &Amp; Organization Development Journal

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Structured Abstract:Purpose: The purpose of this paper is to explore theoretical connections between the cognitive consequences of power on selfperception and the behaviours of leaders.Design/methodology/approach: A systematic literature review was carried out to investigate the psychological consequences of power in terms of self-perception, perspective taking abilities, emotions, and behaviours. The literature reviewed is further integrated in a theoretical model, and a series of propositions suggesting a relation between power, perspective taking, self-construal, and leadership are introduced.Findings: We argue that power creates both temporary and enduring cognitive changes that transform the way individuals assimilate and differentiate their self from others. This transforms the way individuals in power behave as leaders, as well as followers. Individuals' self-construal and perspective taking seem to play a mediating role in determining the behaviours of powerful and powerless individuals. This relation is moderated by organisational culture and structure, as well as personality traits.Research limitations/implications : Further research is needed to test these propositions, including the existence of cross-cultural differences in the power -self-construal relation, and the consequences of holding different types Type footer information here Type header information here of power on an individual's self-construal. For employees and consultants working in organisational development and organisational change, understanding the potential consequences of power in terms of self-perception will improve the understanding of promoting individuals to higher positions. The present research also bears implications for scholars interested in understanding cross-cultural and gender differences in leadership.Originality/value: This conceptualisation of self-construal as an interface between power and leadership reconcile the individual dynamics of trait theories of leadership and the environmental positions of situational theories of leadership. The paper discusses elements considered critical for design of leadership programs in the workplace, professional development and programs to shape the design of leadership.

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Section: Self-construal and Leadership Stylesmentioning

confidence: 99%

The psychological consequences of power on self-perception: implications for leadership

Voyer

McIntosh

2013

Leadership &Amp; Organization Development Journal

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“…Organizations who tolerate such acts are condoning lies and bad faith acts in their organizational cultures (Dion 2012). Again, the evidence points us to a slippery slope that starts with simple victimless private sector petty corruption and, through tolerance and socialization, becomes a dehumanizing pathway to much more risky or dangerous practices.…”

Section: Corruption In the Private Sectormentioning

confidence: 97%

“…During moral disengagement, the psychological discomfort that occurs when an individual is aware that they are doing something unethical eases by reframing one's actions, blaming the victim, or referring to these acts victimless crimes (Moore 2008). Dion (2012) draws attention to the dehumanizing aspect of corruption, fraud, and cybercrime in an organization as these acts erode trust and honesty.…”

Section: Corruption In the Private Sectormentioning

confidence: 99%

U.S. CEOs of SBUs in Luxury Goods Organizations: A Mixed Methods Comparison of Ethical Decision-Making Profiles

Wisler¹

2016

J Bus Ethics

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This study involved using a mixed method research design to examine the moral philosophy difference between the ethical decision-making process of CEOs in U.S.-led and non-U.S.-led within the luxury goods industry. The study employed a MANOVA to compare the ethical profiles between the two leader types (US and non-US led) and a phenomenological qualitative process to locate themes that give indication as to the compatibility of the luxury strategy values and practices with the principles and concepts of responsible leadership and conscious capitalism. As the luxury goods industry is facing the first slowdown since 2000, pressure to achieve sales targets in the U.S. to make up for losses in other markets will place these CEOs under extreme pressure from their headquarters. These leaders must possess the ethical decisionmaking capability to balance legal and moral dilemmas unique to multinational luxury goods organizations while delivering business results in a challenging environment. Results of the study show no evidence of difference in the ethical decision-making profiles between the two groups of leaders. The themes and emergent findings resulting from the qualitative analysis indicate a profound incompatibility between the values informing decision-makers using the luxury strategy and those employed by leaders operating within the principles and parameters of responsible leadership and conscious capitalism. Recommendations for future research include replicating the study with a larger sample, within a different geographic region or comparing leaders using the luxury strategy to those using conscious capitalism. Chapter 1: The ProblemThe purpose of this study is to focus on the area of the ethical decision-making process of leaders within the luxury goods industry. This chapter describes the background and significance of the problem, the purpose of the study, the research questions formulated to address the problem and the hypotheses to address the research questions. In addition, this chapter presents the theoretical framework for the study and an overview of the research methodology the researcher employed during the study.

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“…In attempting to describe what leadership is, one encounters a variety of different meanings. Contemporary researchers believe that the main tasks of a good leader are as follows: to identify values and goals, to shape a vision and strategy, to programme continuity and to initiate targeted organisational changes (Day et al, 2008;Dion, 2012). Therefore, competencies necessary for successful leadership include envisaging the future, setting goals, communication, fostering values, an ability to achieve approval towards the emerging vision, planning and implementation of a vision.…”

Section: Consideration Of Managerial Competencies and Leadership Pracmentioning

confidence: 99%

Interaction Between Managerial Competencies and Leadership in Business Organisations

Paulienė¹

2021

Regional Formation and Development Studies

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In recent years, relationship-based theories and research have gained momentum resulting in emergence of numerous studies dealing with various aspects of leadership. Rapid changes in the business environment are associated with development of managerial competencies and improvements of leadership within organisations. The topic of the article owes its relevance to the fact that leadership development is seen as an increasingly important strategic imperative of an organisation; moreover, in order to survive and succeed in the present day's turbulent and highly competitive environment organisations need to develop leadership at all levels of the organisational structure. The research findings indicate that long-term success of New Leadership development initiatives depends on managerial competencies, two-way interaction between leaders and other members of the organisation, reciprocity and feedback.

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Are ethical theories relevant for ethical leadership?

Cited by 56 publications

References 42 publications

The psychological consequences of power on self-perception: implications for leadership

The psychological consequences of power on self-perception: implications for leadership

U.S. CEOs of SBUs in Luxury Goods Organizations: A Mixed Methods Comparison of Ethical Decision-Making Profiles

Interaction Between Managerial Competencies and Leadership in Business Organisations

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