Ethics and Leadership Effectiveness

Ciulla, Joanne B.

doi:10.1007/978-1-137-24203-7_23

Cited by 61 publications

(98 citation statements)

References 9 publications

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“…With regard to ethical leadership per se, Kanungo and Mendonca (1998) asserted that ethical leaders endeavour to cultivate virtues and abstain from vices, while Neubert et al (2009) described ethical leaders as agents of virtue that help build employee perceptions of a virtuous, ethical organization. Indeed, while ethical leadership and virtue ethics both concern character and integrity, ethical leadership also has clear ties to the two other leading schools of moral philosophy (Resick et al, 2006; note, we treat moral and ethical leadership as equivalent or interchangeable, in line with Brown and Treviño 2006;Ciulla, 2004;Kanungo and Mendonca, 1998;and Yukl, 2010). Indeed, our review of the representative definitions of ethical leadership suggests that they are based less on virtues-ethics and more on deontology and teleology.…”

Section: Distinctions Between Virtuous Leadership and Ethical Leadershipmentioning

confidence: 99%

“…Though there is the potential to inappropriately confuse virtues with values (Crossan et al, 2013;Hannah et al, 2005), there are important differences. For example, values can be held but not practiced but virtues are sustained only through practice (Ciulla, 2004). Further, values "tend to define cultures or characteristics of roles within an organization or social construct, while virtues transcend cultures and other socially-embedded constructs" (Lanctot and Irving, 2010, p. 11).…”

Section: Distinctions Between Virtuous Leadership and Values-laden Lementioning

confidence: 99%

“…Virtuous people should become excellent in performing their jobs, as they strive to be competent and fulfill requirements in the right way (Ciulla, 2004). For leaders, good role performance entails demonstrating effective leadership, which virtues should foster in at least two ways.…”

Section: Indeed Virtues Have Positive Impacts On One's Happiness Andmentioning

confidence: 99%

See 2 more Smart Citations

Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good

2015

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Section: Distinctions Between Virtuous Leadership and Ethical Leadershipmentioning

confidence: 99%

Section: Distinctions Between Virtuous Leadership and Values-laden Lementioning

confidence: 99%

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Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good

2015

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“…Our life narratives indicate that leadership in CSR can occur at multiple levels, throughout the organisation and not necessarily as a top-down style of leadership (Ciulla 2004). This was illustrated by Janice, the secretary turned administrator; a serial charity fund-raiser who had raised over $50,000 at work over a four year period.…”

Section: Theoretical Model Of the (M)tp Process In Csr Leadershipmentioning

confidence: 97%

A Falling of the Veils: Turning Points and Momentous Turning Points in Leadership and the Creation of CSR

Hemingway

Starkey

2017

J Bus Ethics

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This article uses the life stories approach to leadership and leadership development. Using exploratory, qualitative data from a Forbes Global 2000 and FTSE 100 company, we discuss the role of the turning point (TP) as an important antecedent of leadership in corporate social responsibility. We argue that TPs are causally efficacious, linking them to the development of life narratives concerned with an evolving sense of personal identity. Using both a multi-disciplinary perspective and a multi-level focus on CSR leadership, we identify four narrative cases. We propose that they helped to re-define individuals' sense of self and in some extreme cases completely transformed their self-identity as leaders of CSR. Hence, we also distinguish the momentous turning point (MTP) that created a seismic shift in personality, through re-evaluation of the individuals' personal values. We argue that whilst TPs are developmental experiences that can produce responsible leadership, the MTP changes the individuals' personal priorities in life to produce responsible leadership that perhaps did not exist previously. Thus, we appropriate Maslow's (Religions, values and peak experiences, Penguin, New York, 1976, p 77) metaphorical phrase 'A falling of the veils' from his discussion of peak and desolation experiences that produce personal growth. Using a multi-disciplinary literature from social theory (Archer in The reflexive imperative in late modernity, Cambridge University Press, Cambridge, 2012) moral psychology (Narvaez, in: Narvaez, Lapsley (eds) Personality, identity and character: explorations in moral psychology, Cambridge University Press, New York, 2009) and social psychology (Schwartz, in: Mikulincer, Shaver (eds) Prosocial motives, emotions, and behaviour: the better angels of our nature, American Psychological Association, Washington, 2010), we present a theoretical model that illustrates the psychological process of the (M)TP, thus contributing to the growing literature on the microfoundations of CSR.

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“…These economic realities indicate the need for HR management to become ethical leaders or role models. According to Ciulla (2004), employees generally perceive HR managers to be ethical and effective leaders. This being the case, HR managers have to manage and implement ethical cultures in their organisations by establishing clear ethical values (Meyer, 2009).…”

Section: Abstract 2 Literature Reviewmentioning

confidence: 99%

Human resources managers as custodians of the King III code

Beer¹,

Toit²

2015

SAJEMS

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The objective of this research was to perform an exploratory study on the knowledge and understanding of the King III code among Human Resources (HR) managers in South African companies. The King III code is a comprehensive international corporate governance regime which addresses the financial, social, ethical and environmental practices of organisations. HR management plays a role in managing corporate governance by using the King III code as a guideline. The main research questions were: Does HR management know, understand, apply, and have the ability to use the King III code in terms of ethical decision-making? What role does HR management play in corporate governance? A random sample of available HR managers, senior HR consultants and HR directors was taken and semi-structured interviews were conducted. The results indicated that the respondents had no in-depth knowledge of the King III code. They did not fully understand the King III code and its implications nor did they use it to ensure ethical management. The themes most emphasised by the participants were: culture, reward and remuneration, policies and procedures and performance management. The participants emphasised the importance of these items and HR's role in managing them.

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Ethics and Leadership Effectiveness

Cited by 61 publications

References 9 publications

Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good

Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good

A Falling of the Veils: Turning Points and Momentous Turning Points in Leadership and the Creation of CSR

Human resources managers as custodians of the King III code

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