Good to Great - (Why Some Companies Make the Leap and others Don't)

Duties Owed to Organizational Citizens – Ethical Insights for Today’s Leader

“…Recognize the critical importance of commitment and trust to create wealth for society and the organization Leadership requires a passionate commitment to creating value and achieving an organization's potential (Collins, 2001) An ethic based upon governmental requirements is generally perceived as a necessary but not sufficient motivator for achieving high employee motivation and OCB (Pfeffer, 1998). Perceived organizational trustworthiness and increased personal commitment on the part of employees require that organizations and their leaders are believed to be honoring relationships and keeping promises -thereby obeying the spirit of the law rather than simply complying with the letter of the law (Caldwell and Clapham, 2003).…”

“…Organizational citizenship behavior is acknowledged to reflect high commitment critical to creating wealth and added value (Collins, 2001;Pfeffer, 1998;Senge, 2006), and those who manage highly motivated employees can profit by understanding the ethical obligations and tacit assumptions involved in the employer-employee psychological contract (Rousseau, 1995). The purpose of this article is to increase understanding of the motivations of employees who exhibit OCB and to identify the ethical duties owed by leaders, managers, and supervisors toward those employees.…”

A Rich Concept of Wealth Creation Beyond Profit Maximization and Adding Value

“…Moreover, when the broader objective of ''adding value'' is adopted, it is unfortunately often used as a black box that can be filled with any type of the so-called ''value.'' Indeed, the notion of wealth creation is not seriously scrutinized even by prominent writers like Collins and Porras (Collins, 2001;Collins and Porras, 1994). Here again, in the management literature, we can often observe a strange phenomenon that the notion of wealth creation is taken for granted without critical reflection.…”

Love, Forgiveness, and Trust: Critical Values of the Modern Leader

“…(6) It affirms the validity of a leader embracing a leadership style that reflects a deep personal commitment to the welfare of others while working for the best interests of the organization. Effective organizations balance a commitment to organizational outcomes with the needs of organization members -but seek to achieve both simultaneously (Collins, 2001;Paine, 2003). Organizational leaders are perceived as owing a sacred obligation to both the organization and its members (DePree, 2004, pp.…”