Strategic leadership of ethical behavior in business

Abstract

The strategic leadership of ethical behavior in business can no longer be ignored. Executives must accept the fact that the moral impact of their leadership presence and behaviors will rarely, if ever, be neutral. In the leadership capacity, executives have great power to shift the ethics mindfulness of organizational members in positive as well as negative directions. Rather than being left to chance, this power to serve as ethics leaders must be used to establish a social context within which positive self-regulation of ethical behavior becomes a clear and compelling organizational norm and in which people act ethically as a matter of routine. This article frames the responsibility for strategic leadership of ethical behavior on three premises: (1) It must be done-a stakeholder analysis of the total costs of ethical failures confirms the urgency for ethics change; (2) It can be done-exemplars show that a compelling majority of an organization's membership can be influenced to make ethical choices; (3) It is sustainable-integrity programs help build and confirm corporate cultures in which principled actions and ethics norms predominate.

Cultural and leadership predictors of corporate social responsibility values of top management: a GLOBE study of 15 countries

“…Indeed, when we analyze CSR stakeholder values and shareholder/owner values, both vision and integrity are significant, unique predictors. Leader integrity is perhaps associated with other, more tangible types of organizational outcome, such as the reduction of business costs (Thomas et al, 2004). Future research might examine the extent to which CSR values mediate the relation between leader integrity and various firm-level outcomes.…”

Capturing the Stakeholders’ View in Sustainability Reporting: A Novel Approach

“…At this stage of the research, we limited the analysis to only three stakeholder categories, which the literature generally qualifies as primary [46]: customers, employees, and suppliers. Note that we did not consider the important category of company shareholders (or owners), given that their voice is taken into account when evaluating the aspect's impact along the x-axis.…”

Otel İşletmelerinde Etik Liderlik, Örgütsel Bağlılık ve İş Tatmini Arasındaki İlişki

“…Therefore, leaders should behave ethically and express themselves clearly in order that employees in turn act in an ethical way (Brown and Mitchell, 2010;Den Hartog and Belschak, 2012;Thomas, Schermerhorn and Dienhart, 2004). The reason why top managers are successful is that they understood the ethical concepts and behave in accordance with them.…”

“…The reason why top managers are successful is that they understood the ethical concepts and behave in accordance with them. To improve ethical behaviors continuously and to work more ethically each day, managers need to willing (Thomas et al, 2004). Additionally, ethical leadership is an important component in terms of creating an ethical organizational culture and environment (Trevino et al, 2003).…”