The Responsible Leadership Collection focuses on various key aspects of leadership, as firstly, developing individual leadership understood as a typology: from charismatic leadership to responsible leadership including the description of the ethical values and rules underlying the leadership typology. Secondly, responsible leadership is understood in the framework of organisations. It has administrative and governance aspects and needs to be open to an understanding of corporate and organizational cultures, technological and information science related challenges impacting the life of the organisation, and crucial ethical holistic dimensions such as to "walk the talk". Thirdly, leadership between organisations is presented trough different sectors; the economic, the political, the education and research, faith based organizations, or the environment.

Recent Submissions

  • Leadership for responsible digital innovation in the built environment: A socio-technical review for re-establishing competencies

    Viviana Bastidas (18494574); Kwadwo Oti-Sarpong (17059735); Timea Nochta (18494577); Li Wan (11826); Junqing Tang (4730700); Jennifer Schooling (18494472) (2023-02-13)
    Digitalisation in cities offers new opportunities and challenges for city planners and managers to re-shape their roles and create public value through responsible innovation. However, there is a lack of understanding of the competency requirements to foster leadership capacity for digital innovation with social coherence and responsibility. Based on a socio-technical perspective, this paper presents a multi- and inter-disciplinary framework to identify and evaluate the competencies necessary for leading digital innovation in the built environment. The framework incorporates three dimensions: digital and technical, governance and management, and ethical and responsible innovation. A review of existing competency frameworks for digitalisation in the urban built environment is presented to identify competency gaps across the three dimensions. The results show that existing frameworks rarely strive for comprehensiveness and are limited in their scope to certain competencies along a single dimension. In addition, studies addressing the need for multi- and inter-disciplinary competencies across the three dimensions are lacking. The paper thus demonstrates that our three-pronged framework is a useful and much needed tool to identify competency requirements for local public, private and community stakeholders to steer place-based digital innovation and ensure public value creation.
  • O impacto da liderança ética no significado do trabalho e na intenção de saída: o papel mediador da perceção das políticas organizacionais

    Mosquera, Pilar; Alegre, Miriam Lopes (Instituto Superior de Economia e Gestão, 2024-05-15)
    Mestrado Bolonha em Gestão de Recursos Humanos
  • Etičko (odgovorno) upravljanje

    Nišavić, Ivan (Beograd : Filozofsko društvo Srbije, 2024-05-17)
    U radu se, iz perspektive etičkih teorija, prikazuje i analizira aspekt mo- ralnosti koji potpada pod odgovorno upravljanje u sferi poslovne etike. Smatra se da ideja odgovornog upravljanja proističe iz interesne sfere moralnosti, koju je moguće zamaskirati zarad, najčešće lične i/ili materijalne koristi. Pored toga, nude se odgovori na pitanja koja se tiču same potrebe i relevantnosti korporativne društvene odgovorno- sti, kao i za status korporacija kao moralnih djelatnika. Smatra se da je korporacijama djelatnosti koje nadilaze okvire isključivo poslovnih interesa, poput društveno odgovor- nog ili filantropskog rada, veoma korisne i unosne, kao i to da korporacije imaju po- srednu dozu etičke odgovornosti, što ih, u krajnjoj instanci, čini moralnim agentima.
  • Liderazgo y climas éticos: una nueva visión sobre su impacto en la creatividad individual

    Tarrats Pons, Elisenda; Corral Marfil, José A.; Universitat de Vic - Universitat Central de Catalunya. Departament d'Economia i Empresa; Santiago Torner, Carlos (Universitat de Vic - Universitat Central de Catalunya, 2024-05-21)
    Partiendo del objetivo general de esta investigación que era comprender de qué forma un estilo de liderazgo y unos climas éticos impactan sobre la creatividad individual, teniendo en cuenta la autonomía laboral, el compromiso afectivo y la motivación intrínseca desde una perspectiva diferente a las analizadas hasta el momento se extraen los siguientes resultados. La relación entre liderazgo ético y creatividad no es lineal sino curvilínea. Además, la autonomía laboral, el compromiso afectivo y la motivación intrínseca explican esta asociación a través de siete efectos indirectos. Los climas éticos benevolentes y de principios se asocian con la creatividad a través de la motivación intrínseca como elemento mediador y sólo cuando la autonomía laboral es percibida como alta. Asimismo, la motivación intrínseca se relaciona con el comportamiento creativo a través de un patrón curvilíneo. Por último, la motivación intrínseca tiene un efecto gradual sobre el comportamiento creativo en función del alcance percibido de liderazgo ético.
  • Relation- and task-oriented roles as antecedents of ethical leadership: Examining synergistic effects

    Rahaman, H M Saidur (PsychArchives, 2024-05-27)
    A growing body of literature demonstrates that ethical leadership has positive effects on employees’ work outcomes. Ethical leadership upholds the importance of  “normatively appropriate conduct through personal actions and interpersonal relationships” (Brown, Trevino, & Harrison, 2005, p. 120). However, extant empirical research does not answer the question- of how ethical leaders balance their relation maintenance (i.e., relationship-oriented role) and performance maintenance (i.e., task-oriented role) behaviors with their employees to be perceived as ethical leaders. In the present paper, drawing upon the propositions informed by opposing domains theory and related research, I theorize that leaders' relationship-oriented and task-oriented roles create synergistic effects that predict their employees’ perceptions of ethical leadership. Results across two studies (an experiment and a correlational study involving samples from two different cultures) convergently confirmed the hypothesized relationships. I conclude by discussing several key theoretical and practical implications of these findings.
  • Organizational Climate, Transformational and Ethical Leadership: A Structural Equation Model on Organizational Commitment of Teachers

    Masunag, Marilou; Guhao Jr., Eugenio (Psychology and Education: A Multidisciplinary Journal, 2024-05-22)
    <p><span>This study determined the best-fit model on teachers’ organizational commitment as influenced by organizational climate, transformational and ethical leadership of school heads among public elementary schools in Region XI, Philippines. It was conducted from August to December 2022. The study used quantitative, non-experimental correlational research using Structural Equation Model (SEM). The 400 teachers among public elementary schools were determined using the stratified sampling procedure. Mean, Pearson r, and SEM were used as statistical tools. Moreover, adapted survey questionnaires were used to contextualize to the local setting. The result showed that the level of organizational climate of schools was high while the transformational and ethical leadership of school heads were very high. The organizational commitment of teachers was also very high. Further, the exogenous variables: organizational climate, transformational and ethical leadership were correlated with the endogenous variable: organizational commitment of teachers. Model 3 came out as the best-fit structural model for teachers’ organizational commitment as it indicated that by structural modifications, the organizational climate was described by trusting relationship as well as job and goal setting freedom. Transformational leadership was described by transactional and execution, while ethical leadership was measured by people orientation and integrity. On the other hand, organizational commitment was defined by affective commitment and continuance commitment. This implies that schools may focus on implementing leadership training enhancement activities for all school heads in public elementary schools as part of their staff development program.</span></p>
  • Ethical leadership and knowledge sharing:a social cognitive approach investigating the role of self-efficacy as a key mechanism

    Sun, Ui Young; Xu, Haoying; Kluemper, Donald H.; McLarty, Benjamin D.; Yun, Seokhwa (2024-03)
  • Unethical culture and company performance based on employee reviews

    da Silveira, Alexandre Di Miceli (RAE - Revista de Administracao de EmpresasRAE - Revista de Administração de EmpresasRAE-Revista de Administração de Empresas, 2023-03-28)
    I investigate the relationship between unethical culture and financial performance based on a text analysis of over 100,000 employee reviews posted at Glassdoor in Brazil. An original measure of unethical culture is created based on five ethical dimensions companies need to avert for an ethical culture to flourish. After creating an original list of around 1,400 terms, I find that companies scoring higher in unethical culture are less profitable and that this relationship is likely to be economically relevant. Of the five dimensions that make up an unethical culture, organizational unfairness, lack of awareness, and fear of retaliation are the three most strongly negatively related to performance. To my knowledge, this is the first paper to document a link between (un)ethical culture and corporate performance using online reviews. For investors, this paper contributes by showing that ethical culture measured by employee reviews is a value-relevant source of information.
  • Leadership with imperfect monitoring

    Eisenkopf, Gerald; Walter, Christian (2022)
    This paper provides experimental evidence on how monitoring intensity shapes the impact of leadership instru-ments like leading-by-example and punishment. The results show that, with low monitoring intensity, neither leading-by-example nor punishment increases cooperation if the leader can already send nonbinding signals about desired behavior. We identify two different reasons for this effect. Regarding leading-by-example, it is the cautiousness of the leader. Leaders are reluctant to recommend cooperative behavior and act accordingly, even though followers are particularly reciprocal in this context. Regarding punishment, it is the level of mon-itoring that matters. Monitoring of individual follower behavior increases the cooperation of leaders and fol-lowers across all treatments, but in particular, if the leader can punish uncooperative behavior. This result implies that monitoring in itself does not have a negative impact on the inclination to cooperate. It suggests that any motivational crowding out effect derives from a leader&apos;s choice of monitoring, as it signals low trust in the followers. The paper concludes with a discussion of the implications.
  • Leading with purpose: Unraveling the impact of responsible leadership on employee green behavior in the workplace

    Yingdan Xiao; Xiangnan Tao; Pengyu Chen; Daisy Mui Hung Kee (Elsevier, 2024-05-01)
    Although sustainability has been a priority for organizations, there is still a lack of research on how leaders with a stakeholder perspective can motivate employees to adopt green behavior for sustainability in a complex and changing environment. This paper introduced social cognitive theory to describe two mechanisms by which responsible leadership predicts employee green behavior. Our research considers felt obligation for constructive change and stakeholder value as mediations with cognitive perspective in this process. Additionally, we consider the moderating effects of positive emotion and the superior-subordinate relationship. Our model received support from the investigation and research. By emphasizing the significance of perceived responsible leadership and proposing a new way of perceiving employee green behavior that ensures guidance from responsible leadership along the cognition perspective, the present research contributes to our understanding of the incentive effect of responsible leadership on employee green behavior.
  • The Effect of Ethical Leadership on Organizational Justice, Organızational Citizenship and Job Satisfaction

    Muhammet Emin Uzunyaylalı; Muhammet Emre Kılıç; Mehmet Yaşar Kılıç (Kafkas University, 2024-04-01)
    The aim of the study is to explain the effect of ethical leadership on organizational justice, organizational citizenship, and job satisfaction. The study group includes 488 teachers and the study was chosen by using a simple random sampling method. Teachers' participation is convenience sampling. Data were collected with the ethical leadership scale, organizational justice scale, and organizational citizenship scale. As a result of the analysis, it was concluded that the scales were reliable. The research hypotheses were tested using structural equation modeling as well as variables. According to the hypothesis, ethical leadership has an effect on organizational justice, organizational citizenship, and job satisfaction, organizational justice with ethical leadership has an effect on job satisfaction, and, organizational citizenship with ethical leadership affects job satisfaction. In light of these results, it shows that all hypotheses are supported. In summary, it can be said that ethical leadership has an effect on organizational outputs. This situation reveals the importance of ethical leadership.
  • أثر القيادة الأخلاقية على التميز التربوي لدى معلمات رياض الاطفال في المدارس الحكومية التابعة لوزارة التربية والتعليم في الأردن

    Mahmoud, Amal Nawaf (The University of Jordan, 2023-06-19)
    الأهداف: هدفت الدراسة الى معرفة أثر القيادة الأخلاقية بأبعادها (القيم الأخلاقية، الالتزام الأخلاقي، العلاقات الأخلاقية، الممارسات الشخصية الأخلاقية) على التميز التربوي لدى معلمات رياض الأطفال في المدارس الحكومية التابعة لوزارة التربية والتعليم. المنهجية: استخدمت الباحثة المنهج الوصفي التحليلي، حيث قامت الباحثة بتطوير استبانة كأداة لجمع البيانات الأولية للمتغيرات حيث تكونت من (32) فقرة، وتم توزيعها على عينة مكونة من (300) معلمة. النتائج: أظهرت نتائج الدراسة أن القيادة الأخلاقية ومقياس التميز التربوي جاءا بدرجة مرتفعة، كما أظهرت وجود أثر ذو دلالة إحصائية للقيادة الاخلاقية بأبعادها (القيم الأخلاقية، الالتزام الأخلاقي، العلاقات الأخلاقية، السمات الشخصية الأخلاقية) على التميز التربوي لدى معلمات رياض الأطفال في المدارس الحكومية الأردنية. الخلاصة: إن القيادة الأخلاقية بجميع أبعادها من العوامل المهمة في العملية التعليمية، حيث تبين أن معلمات رياض الأطفال في المدارس الحكومية التابعة لوزارة التربية والتعليم تمتلك سمات شخصية وعلاقات وقيم أخلاقية عززت لديها الالتزام الأخلاقي، وهذا يدل أن وجود القيادة الأخلاقية انعكس بصورة إيجابية في الوصول إلى التميز التربوي، وعزز لدى معلمات رياض الأطفال في المدارس الحكومية التابعة لوزارة التربية والتعليم في الأردن ثقافة التميز والسعي الدائم من أجل البقاء في المقدمة، والمشاركة في جوائز التميز التي من أهمها جائزة الملكة رانيا العبد الله للتميز التربوي.
  • Dimension Diamond fraud theory : Why is ethical leadership becoming toxic in Organisation/Institutions

    Mahlangu, Vimbi Petrus (2024-05-07)
    Educational Leadership and Management
  • The impact of corporate culture on ethical perception and unethical behavior

    Mendonça, Cristina; Kratz, Anna (2024-05-06)
    Unethical decisions have been a part of organizations ever since they were formed. Still, ethical misconduct is often overlooked, not only because individuals are still hesitant to voice ethical concerns, but also because of their susceptibility to external influences in their environment. Corporate culture may reduce unethical behavior in organizations, through its role as a driver of ethical decision-making and its potential influence on whistleblowing intentions. In this thesis, existing research is reviewed, and corporate culture is explored as a factor of influence for unethical behavior and perception, as well as potential dependencies between the two components of the ethical decision-making process. Through an experimental study with a sample of 163 participants, the effects of two contrasting hypothetical corporate cultures were investigated through ethical vignettes. The results, while explicitly hypothetical for behavior, demonstrated a significant influence of corporate culture on unethical behavior, even when controlling for social desirability and ethical orientation. Regarding the influence of the latter, corporate culture seemed to play an even more important role when the ethical orientation of participants was low. In contrast, corporate culture had no significant effect on ethical perception. This thesis sheds light on new potential factors of influence impacting the effect of corporate culture on perception and unethical behavior, contributing to the existing literature of the influences of corporate culture and providing new research approaches.
  • School Leadership 4.0: Are We Ready?

    Ghamrawi, Norma; Shal, Tarek; Ghamrawi, Najah A.R. (Springer Nature, 2024-05-06)
    This study explores the relevance of Leadership 4.0 in the context of Education 4.0 for school leaders. By investigating school leaders’ knowledge and perceptions of Education 4.0, the study provides insights into their understanding and preparedness for this transformative shift. Four focus group interviews were conducted with 16 school principals from 8 countries after a webinar on Education 4.0. The findings indicate that school leaders had limited prior knowledge but were familiar with related terms. Concerns include potential impacts on physical schooling, teacher and student well-being, and educational inequalities. Despite concerns, school leaders recognized the benefits of Education 4.0, emphasizing the importance of empowering themselves and teachers with various leadership skills. Agile leadership emerged as crucial for guiding Education 4.0, focusing on crisis management, planned professional development, and leveraging collective community capacity. The study underscores the need for a paradigm shift in policy structures to enhance collaboration and co-construction of reform agendas, emphasizing the urgency of enhancing school leaders’ awareness and capacity for Education 4.0 challenges.
  • Responsible leadership in the public sector: A sector-specific interpretation

    Petronella Jonck (AOSIS, 2024-04-01)
    Purpose: Responsible leadership has gained significant attention in contemporary management scholarship. Despite significant advances made in the burgeoning corpus of knowledge, a paucity of studies focusses on developing economies with a dearth of studies underscoring specifically the public sector. Design/methodology/approach: A qualitative research methodology was implemented and operationalised by means of a policy analysis. Ascribed to leadership activities within the public sector being linked to policy directives, a policy document analysis was deemed an appropriate approach. Content analysis was utilised as a data analytical method which consists of a systematic evaluation of the content of written or verbal communication for the purpose of identifying themes. Findings/results: Findings are captured in a conceptual framework, which infers that leadership in the context of the public sector is consistent with the tenets of responsible leadership. Themes that emerged from the analysis include leadership antecedents, leadership roles, motivational drivers, and responsibility towards internal and external stakeholders. Leadership antecedents include psychological characteristics, aptitude and conative orientation. Normative, relational and operational roles were evidently stimulated by normative and intrapsychic motivation. Practical implications: The contribution relates to how responsible leadership in terms of theoretical tenets and practical applicability might support policy makers and public sector leaders to improve the implementation of the National Development Plan (NDP) as a societal meta-framework for sustainable development in a multi-stakeholder context. Originality/value: A dearth of research focuses on responsible leadership in the context of a developmental state especially theorising within the public sector indicative of the originality of the research.
  • Empowering diversity: The role of leadership in inclusion in the organizational context

    Luísa Cagica Carvalho; Clara Silveira; Leonilde Reis; Nelson Russo; Roque, H. C.; Ramos, M. (IGI Global, 2024-04-15)
    Moments of crisis exacerbate social inequalities, highlighting the paramount importance of the debate on inclusion. The promotion of social inclusion can and should be pursued and implemented at various levels. In this sense, leadership can play a fundamental role in the inclusion of individuals in organizations and, consequently, in society. Inclusion in the workplace is about creating an environment where individuals from diverse backgrounds feel valued, respected, and have equal opportunities to contribute and succeed. Leaders have the power to shape the culture, policies, and practices that promote or hinder inclusion. This chapter will review the literature on inclusion based on the responsible leadership and inclusive leadership approaches, seeking to understand how these types of leadership can contribute with effective responses to inclusion in the work context. The chapter will end with a proposal of a set of practices that may be relevant for the inclusion of individuals in organizations.
  • Ethical leadership - What are the ways of implementing ethical leadership and what are the distractions that challenge leaders in their implementation?

    Pälli, Pekka; Kauppakorkeakoulu; School of Business; Johtamisen laitos; Aalto University; Aalto-yliopisto; Komulainen, Kamilla (2024-04-14)
    The topic of the thesis is ethical leadership. Ethics gives a guideline for people’s values and actions while allowing them to act correctly in decision-making and other activities for successful leadership. Ethical leadership is important because it supports psychological safety and continual learning at work. Ethical leadership has an impact on employees’ work attitudes and behavior and is associated with certain characteristics related to the implementation of ethical practices in an organisation. Sustainable development supports organisational learning. Ethical leadership is part of sustainable development and a learning organisation with the support of ethical leadership is favourable for developing and achieving the goals set for the organisation’s success. Recent research on sustainable leadership theory is limited. The topic should be further explored, considering how ethical leadership is linked to SME performance, especially in community-based organisations. The aim of the study was to gain a deeper understanding of leaders’ perspectives on ethical leadership and to find reasons why the implementation of ethical leadership is not always unambiguous. The study was conducted with qualitative research methods with a phenomenological approach. The approach of data analysis is data-driven content analysis. The data was collected through semi-structured interviews, the aim of which was to find answers to the research questions. The research questions were related to the characteristics of ethical leadership, the ways of implementing them, and factors that possibly challenge ethical leadership. Ten interviewees participated in the study. In the time of the interviews the participants worked either as a leader or as a supervisor in different organisations of different sizes and industries. Their experiences in their current positions varied from one year to more than ten years. The results showed that, regardless of the industry, leaders believe that the ethical treatment of employees is strongly linked to the success of the organisation, for example when evaluating performance. On the other hand, someone may produce excellent results for an organisation, while still working in a way that is not ethically sustainable. Based on the results, implementing the features of ethical leadership is based on the shared values of the organisational strategy. The values of the organisation and the work community do not consider the values of individuals, but individuals are committed to following shared values, however, if individual values are socially sustainable regarding the leader and the personnel, they can be combined with the organisation's value base to guide daily operations. In addition, according to the interviews, different values are often intertwined, and challenges may arise from inside or outside the organisation that hinder the implementation of values and thus ethical leadership. In conclusion, ethical leadership has an important role in supporting employee satisfaction and the achievement of sustainable development, expected results and long-term success of the organisation.
  • The Question of Ethical Leadership

    Maley, Terry; Levitin, Maor (2024-03-18)
    This dissertation explores the salience of the question of ethical leadership for the radical activist left. It opens with a critique of horizontalism, an outlook that enjoys currency in activist and academic circles, and proceeds to make the case that hierarchies need not be authoritarian and can indeed be beneficial, both from democratic and ethical vantage points. I demonstrate that horizontalism is flawed by examining both its theoretical underpinnings and practical applications of it. In making the case for the desirability of leadership on the left, I draw on facets of Critical Theory, with an emphasis on the ideas of Erich Fromm. Engaging aspects of the famous Fromm-Marcuse debate, I argue that Fromm provides a more robust foundation for a theory of the transition from capitalism to socialism than does Marcuse. I then show that Fromm’s distinction between rational and irrational authority, in conjunction with his psychological ideal of productiveness, lays the groundwork for a theory of ethical leadership. While articulating a theory of ethical leadership, I take to task extant, mainstream theories of leadership for circumscribing the potentialities inherent to ethical leadership. I argue that ethical leadership can find its most authentic expression only in the domain of radical activism and politics. I then delve into the psychoanalytic problematic of identification, with an eye to demonstrating that certain interpretations of the process of identification encourage an understanding of authority that dovetails with the imperatives of ethical leadership. I conclude by providing two real life examples of ethical leadership, Errico Malatesta and Herbert Marcuse, and by discussing the possibility that charisma can be ethical. I contrast ethical charisma with authoritarian charisma and the manufactured celebrity charisma of the culture industry.
  • The role of ethical leadership on employees' behaviours and commitment to the organisation

    Serang, Serlin; Ramlawati, Ramlawati; Suriyanti, Suriyanti; Junaidi, Junaidi; Nurimansjah, Ris A. (AOSIS Publishing, 2024-01-01)
    ORIENTATION: The rapid competition among companies puts pressure on managers to maintain their business's competitive advantage. However, because of the massive competition and economic downturn during and after the coronavirus disease 2019 (COVID-19) pandemic, financial scandals occurred at a much higher rate than in the past. This phenomenon has caused organisational leaders to shift their focus from material concerns to ethical leadership contexts in the workplace. It has a strong correlation with employee attitudes RESEARCH PURPOSE: This research examined the effects of ethical leadership on work engagement and knowledge sharing, which influence job performance and commitment among employees to the organisations MOTIVATION FOR THE STUDY: Investigating the relationship between ethical leadership, work engagement, and knowledge sharing among employees in Indonesia can provide insight on strategies to enhance employees' job performance and commitment to the organisation. It plays an important role in significantly obtaining organisational outcomes and goals MAIN FINDINGS: A survey was conducted with 670 Indonesian government employees, and structural equation modelling (SEM) was used to validate the research framework. The results showed that ethical leadership significantly affects employees' work engagement and knowledge-sharing, which further enhances employees' job performance and commitment to organisations. Furthermore, the mediator variables partially mediate the relationship between ethical leadership and outcome variables (e.g., employees' job performance and organisational commitment PRACTICAL/MANAGERIAL IMPLICATIONS: The leaders of public organisations should address moral and rational concerns to improve service quality in society. Additionally, it should be centred on purifying employees' and organisation leaders' ethical concerns and communication patterns to promote society's service quality CONTRIBUTION: The research outcomes provide insight into the fact that leadership style plays an important role in employees' attitudes and commitment. Hence, the organisation leaders should apply it to enhance employees' commitment to organisations and performance

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