Ethical Leadership

This article examines five common misunderstandings about case-study research: (a) theoretical knowledge is more valuable than practical knowledge; (b) one cannot generalize from a single case, therefore, the single-case study cannot contribute to scientific development; (c) the case study is most useful for generating hypotheses, whereas other methods are more suitable for hypotheses testing and theory building; (d) the case study contains a bias toward verification; and (e) it is often difficult to summarize specific case studies. This article explains and corrects these misunderstandings one by one and concludes with the Kuhnian insight that a scientific discipline without a large number of thoroughly executed case studies is a discipline without systematic production of exemplars, and a discipline without exemplars is an ineffective one. Social science may be strengthened by the execution of a greater number of good case studies.

Back cover text: If the new fin de siècle marks a recurrence of the real, Bent Flyvbjerg’s Rationality and Power epitomizes that development and sets new standards for social and political inquiry. The Danish town of Aalborg is to Flyvbjerg what Florence was to Machiavelli: a laboratory for understanding the real workings of power, and for grasping what they mean to our more general concerns of social and political organization. Politics, administration, and planning are examined in ways that allow  a rare, in-depth understanding. The reader witnesses, firsthand, the classic and endless drama which defines what modernity and democracy are and can be.

Since approval of the EU General Data Protection Regulation (GDPR) in 2016, it has been widely and repeatedly claimed that a 'right to explanation' of decisions made by automated or artificially intelligent algorithmic systems will be legally mandated by the GDPR. This right to explanation is viewed as an ideal mechanism to enhance the accountability and transparency of automated decision-making. However, there are several reasons to doubt both the legal existence and the feasibility of such a right. In contrast to the right to explanation of specific automated decisions claimed elsewhere, the GDPR only mandates that data subjects receive limited information (Articles 13-15) about the logic involved, as well as the significance and the envisaged consequences of automated decision-making systems, what we term a 'right to be informed'. Further, the ambiguity and limited scope of the 'right not to be subject to automated decision-making' contained in Article 22 (from which the alleged 'right to explanation' stems) raises questions over the protection actually afforded to data subjects. These problems show that the GDPR lacks precise language as well as explicit and well-defined rights and safeguards against automated decision-making, and therefore runs the risk of being toothless. We propose a number of legislative steps that, if taken, may improve the transparency and accountability of automated decision-making when the GDPR comes into force in 2018.

This article presents the theoretical and methodological considerations behind a research method which the author calls ‘phronetic planning research’. Such research sets out to answer four questions of power and values for specific instances of planning: (1) Where are we going with planning? (2) Who gains and who loses, and by which mechanisms of power? (3) Is this development desirable? (4) What, if anything, should we do about it? A central task of phronetic planning research is to provide concrete examples and detailed narratives of the ways in which power and values work in planning and with what consequences to whom, and to suggest how relations of power and values could be changed to work with other consequences. Insofar as planning situations become clear, they are clarified by detailed stories of who is doing what to whom. Clarifications of that kind are a principal concern for phronetic planning research and provide the main link to praxis.

The western-based leadership and ethics literatures were reviewed to identify the key characteristics that conceptually define what it means to be an ethical leader. Data from the Global Leadership and Organizational Effectiveness (GLOBE) project were then used to analyze the degree to which four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation, and Encouragement – were endorsed as important for effective leadership across cultures. First, using multi-group confirmatory factor analyses measurement equivalence of the ethical leadership scales was found, which provides indication that the four dimensions have similar meaning across cultures. Then, using analysis of variance (ANOVA) tests each of the four dimensions were found to be universally endorsed as important for effective leadership. However, cultures also varied significantly in the degree of endorsement for each dimension. In the increasingly global business environment, these findings have implications for organizations implementing ethics programs across cultures and preparing leaders for expatriate assignments.

The authors studied the effect of 3 modes of managerial influence (managerial oversight, ethical leadership, and abusive supervision) on counterproductivity, which was conceptualized as a unit-level outcome that reflects the existence of a variety of intentional and unintentional harmful employee behaviors in the unit. Counterproductivity was represented by an objective measure of food loss in a longitudinal study of 265 restaurants. After prior food loss and alternative explanations (e.g., turnover, training, neighborhood income) were controlled for, results indicated that managerial oversight and abusive supervision significantly influenced counterproductivity in the following periods, whereas ethical leadership did not. Counterproductivity was also found to be negatively related to both restaurant profitability and customer satisfaction in the same period and to mediate indirect relationships between managerial influences and distal unit outcomes.

Taken together, the works of Jurgen Habermas and Michel Foucault highlight an essential tension in modernity. This is the tension between the normative and the real, between what should be done and what is actually done. Understanding this tension is crucial to understanding modern democracy, what it is and what it could be. It has been argued that an effective way of making democracy stronger is to strengthen civil society. This article contains a comparative analysis of the central ideas of Habermas and Foucault as they pertain to the question of democracy and civil society. More specifically, the discourse ethics of Habermas is contrasted with the power analytics and ethics of Foucault evaluating their usefulness for those interested in understanding, and bringing about, democratic social change.

This study investigates the effects of ethical leadership on a hotel middle manager's job satisfaction and affective commitment, which in turn influence that manager's behavioral outcomes (e.g., extra effort and turnover intention) that can also impact the hotel's performance. Mail surveys were distributed to 30 U.S. hotels, representing more than 8 different national and international brands, and 324 middle managers participated in the survey. This study demonstrates that executives' ethical leadership is positively related to their middle managers' job satisfaction and their affective organizational commitment. Middle managers' job satisfaction is positively related to organizational commitment, but job satisfaction does not necessarily lead to their willingness to exert extra effort. The positive linkage between middle managers' extra effort and the hotel's competitive performance is also confirmed.

Leaders who express an ethical identity are proposed to affect followers' attitudes and work behaviors. In two multi-source studies, we first test a model suggesting that work engagement acts as a mediator in the relationships between ethical leadership and employee initiative (a form of organizational citizenship behavior) as well as counterproductive work behavior. Next, we focus on whether ethical leadership always forms an authentic expression of an ethical identity, thus in the second study, we add leader Machiavellianism to the model. For Machiavellian leaders, the publicly expressed identity of ethical leadership is inconsistent with the privately held unethical Machiavellian norms. Literature on surface acting suggests people can at least to some extent pick up on such inauthentic displays, making the effects less strong. We thus argue that the positive effects of ethical leader behavior are likely to be suppressed when leaders are highly Machiavellian. Support for this moderated mediation model was found: The effects of ethical leader behavior on engagement are less strong when ethical leaders are high as opposed to low on Machiavellianism.

In this paper we argue that the use of the communicative theory of Jürgen Habermas in planning theory is problematic because it hampers an understanding of how power shapes planning. We posit an alternative approach based on the power analytics of Michel Foucault which focuses on ‘what is actually done’, as opposed to Habermas’s focus on ‘what should be done’. We discuss how the Foucauldian stance problematises planning, asking difficult questions about the treatment of legitimacy, rationality, knowledge and spatiality. We conclude that Foucault offers a type of analytic planning theory which offers better prospects than does Habermas for those interested in understanding and bringing about democratic social change through planning.

A growing body of research suggests that follower
perceptions of ethical leadership are associated with
beneficial follower outcomes. However, some empirical
researchers have found contradictory results. In this study,
we use social learning and social exchange theories to test
the relationship between ethical leadership and follower
work outcomes. Our results suggest that ethical leadership
is related positively to numerous follower outcomes such
as perceptions of leader interactional fairness and follower
ethical behavior. Furthermore, we explore how ethical
leadership relates to and is different from other leadership
styles such as transformational and transactional leadership.
Results suggest that ethical leadership is positively
associated with transformational leadership and the contingent
reward dimension of transactional leadership. With
respect to the moderators, our results show mixed evidence
for publication bias. Finally, geographical locations of
study samples moderated some of the relationships between
ethical leadership and follower outcomes, and employee
samples from public sector organizations showed
stronger mean corrected correlations for ethical leadership–
follower outcome relationships.

Integrity is frequently used in the management literature as a normative descriptor, especially with regard to leadership. The study of integrity and leadership, though, suffers from a lack of a well-specified theoretical base. This paper addresses this problem by suggesting how integrity, defined as the consistency between words and actions, may be conceptualized at different levels of analysis (individual, group, and organization). Through a series of propositions, we explore how individual leader integrity can affect outcomes such as trust, satisfaction, performance, and follower integrity. We also propose that integrity may be ascribed to groups and organizations, and explore the role that a group leader plays in fostering group- and organization-level integrity and outcomes such as trust and performance. Finally, we consider how leaders may help to resolve cross-level integrity discrepancies.

This article provides an answer to what has been called the biggest problem in theorizing and understanding planning: the ambivalence about power found among planning researchers, theorists, and students. The author narrates how he came to work with issues of power and gives an example of how the methodology he developed for power studies—phronetic planning research—may be employed in practice. Phronetic planning research follows the tradition of power studies running from Machiavelli and Nietzsche to Michel Foucault and Pierre Bourdieu. It focuses on four value-rational questions: (1) Where are we going with planning? (2) Who gains and who loses, and by which mechanisms of power? (3) Is this development desirable? (4) What should be done? These questions are exemplified for a specific instance of Scandinavian urban planning. The author finds that the questions, and their answers, make a difference to planning in practice. They make planning research matter.

The Aalborg Project may be interpreted as a metaphor of modern politics, modern administration and planning, and of modernity itself. The basic idea of the project was comprehensive, coherent, and innovative, and it was based on rational and democratic argument. During implementation, however, when idea met reality, the play of Machiavellian princes, Nietzschean will to power, and Foucauldian rationality-as-rationalization resulted in the fragmentation of the project.

Despite the increasingly multinational nature of the workplace, there have been few studies of the convergence and divergence in beliefs about ethicsbased leadership across cultures. This study examines the meaning of ethical and unethical leadership held by managers in six societies with the goal of identifying areas of convergence and divergence across cultures. More specifically, qualitative research methods were used to identify the attributes and behaviors that managers from the People's Republic of China (the PRC), Hong Kong,

Since male CEOs dominate corporate leadership, the literature on top management decision making suffers from an implicit masculine bias. Although research indicates that males and females are biologically and psychologically different, the leadership characteristics of female CEOs are largely unexplored. Two of these characteristics, risk aversion and ethical sensitivity, are tied to key accounting issues, such as conservatism in financial reporting and steadfast opposition to fraud. In this study, we examine the relationship between CEO gender and accounting conservatism, and find a positive association between the two. Consistent with conventional wisdom, this association appears to be stronger in firms with high rather than low litigation and takeover risks. This study contributes to the ethics literature by highlighting the benefits of gender diversity in upholding the integrity of financial reporting.

Participative processes and citizens’ empowerment are considered crucial aspects of social innovation (SI), involving collaborative activities between the private, public, and third sectors. This article discusses the principal trends in the literature on the concept of SI, its aims and differential characteristics related to the identification of people's needs, citizen participation processes, and improved quality of life. We present an exploratory case study of SI focusing on the gap between elderly people's needs and the generation of business opportunities, using a living lab (LL) methodology for collaborative placed-based innovation. Our results suggest that LLs are a useful instrument to detect community needs and improve local development and support and integrate technological and social innovations in policies and local governance processes.

Using a time-lagged design, we tested the main effects of Islamic Work Ethic (IWE) and perceived organizational justice on turnover intentions, job satisfaction, and job involvement. We also investigated the moderating influence of IWE in justice–outcomes relationship. Analyses using data collected from 182 employees revealed that IWE was positively related to satisfaction and involvement and negatively related to turnover intentions. Distributive fairness was negatively related to turnover intentions, whereas procedural justice was positively related to satisfaction. In addition, procedural justice was positively related to involvement and satisfaction for individuals high on IWE however it was negatively related to both outcomes for individuals low on IWE. For low IWE, procedural justice was positively related to turnover intentions, however it was negatively related to turnover intentions for high IWE. In contrast, distributive justice was negatively related to turnover intentions for low IWE and it was positively related to turnover intentions for high IWE.

Bullying is one of the most impactful deviant actions that affect workers' personal health and work experience. Bullying is a quite distinctive deviant behavior as targets are subjected to transgressions that could last for months or longer. Even though a number of actions can be taken to resolve bullying between all parties, from the viewpoint of the target it is hard to resolve the situation. As a result, hierarchical influence may be necessary to prevent bullying in the first place. A possible solution therefore is focusing on how leaders can impact the bullying behavior. This research argued and showed that ethical leadership is negatively associated with being bullied through tackling one of its most important antecedents of bullying: the design of the work environment. That is, ethical leaders could be shown to improve employees' workload (quantitative work environment) and poor working conditions (qualitative work environment), which was related to decreased bullying. RUNNING HEAD: BULLYING AND ETHICAL LEADERSHIP 3

- Result of “the Onlife Initiative,” a one-year project funded by the European Commission to study the deployment of ICTs and its effects on the human condition
- Inspires reflection on the ways in which a hyperconnected world forces the rethinking of the conceptual frameworks on which policies are built
- Draws upon the work of a group of scholars from a wide range of disciplines including, anthropology, cognitive science, computer science, law, philosophy, political science

What is the impact of information and communication technologies (ICTs) on the human condition? In order to address this question, in 2012 the European Commission organized a research project entitled The Onlife Initiative: concept reengineering for rethinking societal concerns in the digital transition. This volume collects the work of the Onlife Initiative. It explores how the development and widespread use of ICTs have a radical impact on the human condition.

ICTs are not mere tools but rather social forces that are increasingly affecting our self-conception (who we are), our mutual interactions (how we socialise); our conception of reality (our metaphysics); and our interactions with reality (our agency). In each case, ICTs have a huge ethical, legal, and political significance, yet one with which we have begun to come to terms only recently.

The impact exercised by ICTs is due to at least four major transformations: the blurring of the distinction between reality and virtuality; the blurring of the distinction between human, machine and nature; the reversal from information scarcity to information abundance; and the shift from the primacy of stand-alone things, properties, and binary relations, to the primacy of interactions, processes and networks.

Such transformations are testing the foundations of our conceptual frameworks. Our current conceptual toolbox is no longer fitted to address new ICT-related challenges. This is not only a problem in itself. It is also a risk, because the lack of a clear understanding of our present time may easily lead to negative projections about the future. The goal of The Manifesto, and of the whole book that contextualises, is therefore that of contributing to the update of our philosophy. It is a constructive goal. The book is meant to be a positive contribution to rethinking the philosophy on which policies are built in a hyperconnected world, so that we may have a better chance of understanding our ICT-related problems and solving them satisfactorily.

The Manifesto launches an open debate on the impacts of ICTs on public spaces, politics and societal expectations toward policymaking in the Digital Agenda for Europe’s remit. More broadly, it helps start a reflection on the way in which a hyperconnected world calls for rethinking the referential frameworks on which policies are built.

Buying firms are increasingly confronted with compliance scandals in their upstream supply chain, for which they are held accountable by their stakeholders. Purely symbolic practices, typically referred to as greenwashing, as well as substantive practices, such as green supplier championing, are thus receiving widespread attention in business practices and academia alike. In this study, we reveal the impact of two opposing leadership dimensions following the concepts of ethical and transactional leadership as antecedents for green supplier championing and greenwashing. We particularly address whether these antecedents have a complementary or a counterproductive effect on green supplier championing and greenwashing. Furthermore, we investigate the complementary impact of incentives and the two leadership styles on achieving sustainability behavior. The resulting model is tested using a path analysis based on a data set of 118 firms located in Germany. We find support for the positive impact of ethical leadership on green supplier championing but also a non-significant negative impact on greenwashing. Greenwashing is significantly impacted by leadership styles reflecting obedience to authority, and further moderated by ethical incentives. Interestingly, ethical incentives do not moderate the impact of ethical leadership on green supplier championing. Finally, we discuss implications for theory and business practice.

Niccolò Machiavelli, the founder of modern political and administrative thought, made clear that an understanding of politics requires distinguishing between formal politics and what later, with Ludwig von Rochau, would become known as Realpolitik. No such distinction has been employed in the study of rationality. Yet I will argue that distinguishing between formal rationality and real rationality is as important for the understanding of rationality and planning as the distinction between formal politics and Realpolitik has been for understanding politics.

The basic premise of Transformative Leadership is that everyone can lead, and that particularly in this transformative moment, everybody contributes to, and in fact co-creates, the world we live in, whether conscious of their agency or not. Every choice, every action, every discussion, every interaction is a reflection of how we are leading our own lives. Transformative Leadership invites everybody to ask what kind of a world they are creating through their thoughts, beliefs, actions and interactions. Transformative leadership is, at its heart, a participatory process of creative collaboration and transformation for mutual benefit. At the core of Transformative Leadership are 4 orienting concepts, Ways of Being, Relating, Knowing, and Doing, that assist in the framing and development of our understanding of the world, and our own approach to living and leading.

Purpose -This paper aims to offer a dynamic theory of leadership development. Design/methodology/approach -The paper examines selected leadership literature through the lens of theory building-blocks. It identifies the role of the ideal goal in leadership and its importance in developing the psychological aspect of leadership. Findings -The paper posits that leadership is a developmental process, which is based on the type of choice a leader makes. While choice implies that two good options are always available from which to select, one should make choices in accordance with the leader's worldview, looking for affiliation (i.e. the Theta worldview), or looking for achievement (i.e. the Lambda worldview). Consequently, leaders need to recognise that the choices they make for organisational activities have to fit their own worldview. Pursuing the fit between one's worldview and planned organisational activities ensures that leaders continuously improve their ethical behaviour. The paper concludes with the presentation of a dynamic theory of leadership, which is based on the assumption that one can only strive toward truly ethical leadership with the knowledge that this goal is beyond human capacity. Research limitations/implications -Being a theory-based exploration, the paper does not provide empirical examples of how this theory might be applied in practice. Originality/value -The paper provides an example of a dynamic theory, introduces the concept of Theta and Lambda worldviews and provides a better definition of leadership strategy and tactics.

With the expansion of ethical consumption, there is an increased need to understand the variety of consumer motives for consumer engagement in such behaviour. For the rapidly growing area of ethical clothing, this study explores consumers' desired consumption outcomes and personal values that drive ethical product preferences. Analysis of data obtained through a semi-qualitative laddering approach (n = 98 ethical clothing consumers) reveals five dominant perceptual patterns relating not only to environmental and altruist ethical concerns, but also more individual motives of value for money, personal image, and well-being. Further analysis shows that consumers have to compromise and balance between their conflicting end-goals. The study augments previous findings in ethical clothing research, as researchers can better understand how specific attributes of products relate to the emotional and symbolic aspects and link back to consumer values. Though limited in scope by its exploratory character, the study contributes towards a deeper understanding of ethical consumer behaviour. Implications for theory practice and further research are discussed.

The aim of Corporate Social Responsibility (CSR) is to restore one of the most critical resources for businesses’ sustainability: trust. However, the current practice of CSR begs the question whether CSR initiatives restore trust or simply relieve mistrust in the marketplace. Because people do not really understand what trust implies, they often use CSR activities as publicity stunts, trying to please the public. In particular, they perceive trust as a means of supporting organisational activities rather than a goal of its own. Following Rabbi Elchanan Wasserman, we trust those who fully commit to their goals and are ready to take responsibility for all consequences. Trust is a voluntary and altruistic act and independent of society. Trust, ethics and leadership are interlinked. Leadership requires choosing between two good options according to our Theta-Lambda worldview. Thetas are socially-motivated and seek affiliation and security whereas Lambdas are personally-motivated and seek challenge and achievement. Pursuing these worldviews helps us get closer to the ethical truth, and it is this self-investment in pursuing truth which builds trust.A review of various CSR theories shows that organizational CSR seeks a similar outcome, that is to demonstrate the responsibilities which the organisation is ready to assume.

Are ethical public organisations more likely to realize innovation? The public administration literature is ambiguous about this relationship, with evidence being largely anecdotal and focused mainly on the ethical implications of business‐like behaviour and positive deviance, rather than how ethical behaviour and culture may contribute to innovation. In this paper we examine the effects of ethical culture and ethical leadership on reported realized innovation, using 2017 survey data from the Australia Public Service Commission (n  = 80,316). Our findings show that both ethical culture at the working group‐level and agency‐level as well as ethical leadership have significant positive associations with realized innovation in working groups. The findings are robust across agency, work location, job level, tenure, education, and gender and across different samples. We conclude our paper with theoretical and practical implications of our research findings.

Having significant effects on organizational performance, the determinants of employee turnover has been studied extensively. One of the important antecedents of turnover intention of employees is leadership and work related stress. With this study it was intended to related stress is examined as a mediator of the relationship among ethical leadership, leader effectiveness and turnover intention. Using a sample of 1093 employees in 70 firms operating in nine different industries, it was found out that while ethical leadership and leadership effectiveness negatively affects turnover intention of employees, work related stress has a positive effect on

Purpose-With the growing demand for ethical standards in the prevailing business environment, ethical leadership has been under increasingly more focus. Based on the social exchange theory and social learning theory, this study scrutinized the impact of ethical leadership on the presentation of ethical conduct by employees through the ethical climate. Notably, this study scrutinised the moderating function of the person-organisation fit (P-O fit) in relation of ethical climate and the ethical conduct of employees. Design/methodology/approach-To evaluate the research hypotheses, two-wave data were collected from 295 individuals who are currently employed in various Iraqi organizations (i.e. manufacturing, medical and insurance industries). Findings-In line with the hypotheses, the outcomes from a sample of 295 workers working in different Iraqi entities exhibited a positive relation between the ethical behaviour of leaders and the ethical conduct of employees in the ethical climate. Moreover, it was observed that the P-O fit of employees moderated the relationship between ethical climate and the ethical conduct of employees such that the relationship was more robust for those with a high P-O fit in comparison to those with a low P-O fit. Research limitations/implications-The primary limitation of this study is in the data, which was obtained from a single source. Although the study conducted two surveys and utilised a mediation and moderation variables model that was less likely to be influenced by common method bias (CMB) (Podsakoff et al., 2012), one cannot completely rule out CMB. Apart from the potential effects of the CMB, the consistency of the empirical findings could have also been compromised since self-reported data were utilised in measuring ethical behaviour, which can be a very complex and sensitive issue. For this reason, the social desirability response bias cannot be ruled out completely. When possible, future studies must gather data from multiple sources. Furthermore, supervisors must evaluate the ethical behaviour of employees. Another limitation was that the findings of this study were based on a sample in a Middle Eastern cultural context such as in Iraq. Perhaps, the particular cultural features of this context, which encompassed, among other things, a strong adherence to religious values (Moaddel, 2010), could have influenced the findings of this study. It is true that the effects of differences (P-O fit) are highly likely to replicate across cultural contexts (Triandis et al., 1988). However, it can be seen that further studies are needed to evaluate the context-sensitivity of these findings (Whetten, 2009) by analysing other cultures, where the importance of religiosity is on the decline (i.e. in Western countries, Ribberink et al., 2018) or where the cultural features are very much different from those that apply to Iraq. Lastly, other external factors were not taken into account by this study as it tried to explain ethical behaviour. Ethics is a highly complex subject and is influenced by numerous variables at the organisational, individual and external environment levels. Thus, caution must be observed when making inferences from the present study which, to a certain degree, offered a simplified version of ethical behaviour by Linking ethical leadership and ethical climate

Abstract
Purpose—The paper aims to analyze the relationships between ethical leadership (EL), job
satisfaction (JS), affective commitment (AC) and turnover intention (TI) that might make
accountants quit withdrawal and become productive and useful in private organizations
operating in Istanbul.
Design, methodology, approach—Data was collected through an online survey using a simple
random sampling methodology, obtained from 153 accountants working in companies in
Istanbul. The methodology included descriptive statistics, factor analysis, structural equation
modeling, and mediation analysis.
Findings—Concerning direct relationships between EL, JS, AC and TI, EL has significant
positive associations with JS and AC, while EL has a significant negative association with TI. JS
has a significant positive association with AC, while JS has a significant negative association
with TI. Also, AC has a weak significant negative association with TI. Given indirect
relationships among EL, JS, AC and TI, JS and AC mediate the relationship between EL and TI.
Finally, a similarity is found when comparing generation X and generation Y in terms of overall
JS, AC and TI.
Results, limitations/implications—The study is limited solely to companies functioning in
Istanbul and incorporates a low number of respondents. Therefore, the results cannot be
considered to be accurate for the whole country. The study might guide both private and public
organizations in which owners/managers develop strategic plans.
Originality/value—The study fills the gap in research on organizational behavior where little has
existed until now that probes the EL-JS-AC-TI links in Turkey. Very few studies measure the
turnover intentions of accountants’ TI. Furthermore, EL and AC are rarely evaluated in the field
of accounting in Turkey.

Purpose-Recent research studies have increasingly suggested leadership as a major antecedent to encourage innovative work behavior among business employees. Empirical studies which investigated the influence of various leadership aspects such as style and ethics on employees' innovative performance and unraveled the mechanism through which leadership exerts its impact on employees' innovative work behavior were restricted. Thus, the purpose of this research was to investigate the relationship between ethical leadership and employees' innovative performance by focusing on the mediating role of two forms of the intellectual capital (IC), i.e. human capital and social capital. Design/methodology/approach-Data for present research were collected through in person administered questionnaire-based survey from the managerial level employees of the targeted sample of the manufacturing firms. Furthermore, due consideration was given while selecting the individuals from R&D departments of these organizations, who were typically involved in knowledge-intensive jobs and where application of intellectual assets was needed. Findings-Ethical leadership was observed as to positively influencing employees' innovative performance. Two forms of IC, i.e. human capital and social capital were observed as playing mediating role in the ethical leadershipemployees' innovative performance relationship. Originality/value-The contemporary research study adds value in the literature of the ethical leadership. The most imperative theoretical contribution of the present research study underlines the psychological process, i.e. IC by which ethical leaders encourage innovative behavior among employees.

As corporate social responsibility involves a voluntary business endeavour to address social and environmental issues beyond legal compliance, governments cannot fall back on hierarchical command-and-control policies to support it. As such, it is complementary with the increasing popularity of public policies known as New Governance policies, where the government is engaged in a horizontal inter-organizational network of societal actors and where public policy is both formed and executed by the interacting and voluntary efforts from a multitude of stakeholders. However, such policies are known to generate substantive uncertainty about the content of CSR and its related issues, strategic uncertainty regarding the behavior of the actors involved and institutional uncertainty related to the interaction process involved in the institutional change. We explore New Governance policy instruments to address these uncertainties in the context CSR and discuss the experiences with these methods in the European Union.

Ethical leadership predicts important organizational outcomes such as decreased deviant and increased organizational citizenship behavior (OCB). We argued that due to the distinct nature of these two types of employee behaviors, ethical leadership decreases deviance in a linear manner (i.e., more ethical leadership leading to less deviance), but we expected ethical leadership to reveal a curvilinear relationship with respect to OCB. Specifically, we expected that, at lower levels, ethical leadership promotes OCB. However, at high levels, ethical leadership should lead to a decrease in these behaviors. We also examined a mechanism that explains this curvilinear pattern, that is, followers' perceptions of moral reproach. Our predictions were supported in three organizational field studies and an experiment. These findings offer a better understanding of the processes that underlie the workings of ethical leadership. They also imply a dilemma for organizations in which they face the choice between limiting deviant employee behavior and promoting OCB.

Ethical leaders can influence followers' ethical behaviors by establishing an ethical climate. However, followers' responses to an ethical climate may also differ according to the amount of attention they devote to moral questions. This study analyzes whether moral attentiveness augments the positive effect of an ethical climate on employees' ethical behaviors, as well as the indirect effect of ethical leadership on employee ethical behavior through an ethical climate. Data from 270 employees in the Malaysian manufacturing industry indicate that the positive impact of an ethical climate on ethical behavior is greater among employees who exhibit high rather than low moral attentiveness; this moderating role also applies to the relationship between ethical leadership and employee ethical behavior through the ethical climate. This study thus sheds new light on the notable role of moral attentiveness in ensuring that ethical leadership and ethical climate enhance ethical behavior in the workplace.

It is an indisputable fact that Corporate Social Responsibility (CSR) has emerged in recent years, as both an important academic construct and a pressing corporate agenda item. A number of researchers have emphasized the crucial role of
CSR initiatives in providing the companies with a series of benefits. From a marketing perspective, some of the benefits for socially responsible companies are higher purchase intentions and advocacy behavior, like positive Word of Mouth. Considering the growth of CSR initiatives by companies it becomes important to understand better the consumers’ reactions to them. This
paper seeks to examine the relative importance that consumers attach to CSR and CSR initiatives and their impact on consumer behavior in the Greek mobile telecommunication industry. The
results indicate that Greek consumers consider the CSR very important, rank the CSR initiatives which focus on the environmental protection highly, are willing to change service provider for a more social responsible one and last but not least,
they are more sensitive to negative CSR publicity than the positive one.

Traditionally, research focused on determining the causes of employee pay satisfaction has investigated the influence of job-related inputs, both extrinsic and intrinsic to the job itself. Together with these inputs, payrelated fairness issues have played an important role in
explaining the phenomenon. However, few studies consider
the factors linked to fairness issues, such as ethical leadership. Because ethical leadership necessarily entails the concept of fairness, it seemingly should have a positive effect. Furthermore, because the presence of supervisor
ethical leadership (SEL) offers strong chances for employees to achieve moral accomplishments and excel in the practice of their jobs, SEL should enhance the effects of intrinsic job inputs. Whereas high job motivating potential (JMP) makes it easier for employees be self-actualized, moral fulfillment is necessary for them to obtain authentic self-actualization at work and minimize the impact of pay deficiencies. Along with SEL, JMP should be shaped to increase positive experiences of job meaningfulness, responsibility for job outcomes, and knowledge of results at work, which can lead to enjoyment in doing the job in itself, not just for compensation-related motives. Hierarchical regression analysis with a sample of 151 employees in a diverse set of Spanish organizations supports the direct effects of JMP and SEL and shows that higher levels of
SEL increase the positive effects of JMP on pay satisfaction. The practical implications of these findings and further research directions conclude this article.

The paper explores the relevance of social enterprise to social work practice and policy development. Social enterprise refers to a broad set of approaches that use business acumen to address social goals. Long a marginal activity in social work, recently social enterprise has been thrust into the spotlight in debates about the future of social policy and community services. It is important that social workers understand the meaning and implications of social enterprise if they are to apply it critically and reflectively in practice and participate in contemporary debates about its relevance in promoting individual and community empowerment. The paper provides an overview of the meaning of social enterprise, outlines the reasons for the renewed focus on social enterprise and related concepts in social policy debates, particularly community economic development, and examines its underlying values. It concludes with a discussion of questions and concerns surrounding the implementation of social enterprise in Australia.

The leadership literature is full of stories of heroic self-sacrifice. Sacrificial leadership behaviour, some scholars conclude, is to be recommended. In this article we follow Keith Grint’s conceptualization of leadership as necessarily pertaining to the sacred, but—drawing on Giorgio Agamben’s notion of profanation—we highlight the need for organization scholars to profane the sacralizations embedded in leadership thinking. One example of this, which guides us throughout the article, is the novel A Wild Sheep Chase, by the Japanese author Haruki Murakami. By means of a thematic reading of the novel, we discuss how it contributes to profaning particular notions of sacrifice and the sacred in leadership thinking. In the novel, self-sacrifice does not function as a way of establishing a leadership position, but as a way to avoid the dangers associated with leadership, and possibly redeem humans from their current collective urge to become leaders. Inspired by Murakami’s fictional example, we call organization scholars to engage in profanation of leadership studies and, in doing so, open new vistas for leadership theory and practice.

In a multi-source study, we examine how frequent change interacts with ethical leadership to reduce turnover intentions. We argue that ethical leaders enhance employees’ state self-esteem, which explains the moderating effect of ethical leadership. Results from 124 employee-coworker-supervisor triads revealed that ethical leadership moderated the relationship between frequent change and turnover intention such that the relationship was positive only when ethical leadership was low. The moderating relationship could be shown to be mediated by employees’ state self-esteem.

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Individuals often do not seek as much performance feedback as they actually need in order to adapt to their environment and to improve their performance. The aim of the present research is to examine which individuals are less likely to seek feedback and what their underlying motives are. Across three studies, we argue and show that individuals are less likely to seek feedback when they experience high (vs. low) interpersonal uncertainty, particularly when they feel powerful. As expected, stronger ego- protective motives and weaker image-enhancement motives among powerful individuals who feel interpersonally uncertain explain these findings. The discussion focuses on how these findings contribute to the understanding and promotion of feedback seeking in organizations.

Research on destructive leadership has largely focused on leader characteristics thought to be responsible for harmful organizational outcomes. Recent findings,however, demonstrate the need to examine important contextual factors underlying such processes. Thus, the present study sought to determine the effects of an organization’s climate and financial performance, as well as the leader’s gender, on subordinate perceptions of and reactions (i.e., whistle-blowing intentions) to aversive leadership,a form of destructive leadership based on coercive power. 302 undergraduate participants read through a series of vignettes describing a fictional organization, its employees, and an aversive leader in charge of the company’s sales department. They were then asked to envision themselves as subordinates of the leader and respond to several quantitative measures and open-ended questions. Consistent with Padilla and colleagues’ (2007) toxic triangle theory, results suggest that both perceptions and reactions to aversive leadership depend on the three aforementioned factors. Specifically, aversive leaders were perceived more aversively and elicited greater whistle-blowing intentions in financially unstable organizations possessing climates intolerant of negative leader behavior. Moreover, female aversive leaders were perceived more aversively than their male counterparts under such conditions. Theoretical and practical implications as well as future research research directions are also discussed.

This historical case study of U. S. Presidents Kennedy and Nixon explored how individual moral identity can influence leadership ethics in decision making. The study examined how four key influences of education, family, peers, and religion could affect a leader's ability to make ethical or unethical decisions. Data analysis determined emergent themes from these influences to establish positive or negative moral identity development. Study results contributed to the literature by demonstrating how moral identity influences that emphasize societal welfare versus a self-focus can affect a leader's ability to make ethical or unethical decisions.

Purpose: The purpose of this study was to examine the influence of ethical leadership on moral motivation of teachers in the schools of Pakistan.
Design: Scenario based experimental design was used to collect data (N=174 teachers) from twenty-five schools in the city of Islamabad. Participants included 156 females and 18 males ranging from 23 to 37 years of age. Ethical Leadership was measured at both construct and components level (moral person & moral manager).
Findings: The results found that the moral person component of ethical leadership style heightens moral identity (internalization) based moral motivation, while the moral manager component of ethical leadership and ethical leadership at construct level style increases moral identity (symbolization) based moral motivation. Interestingly, in the absence of reward, only the moral person component of ethical leadership style maintained participants’ moral motivation.
Originality: The originality of this study lies in highlighting the divergence in ethical leadership style at components level that explains the differences in moral motivation of the teachers.

Drawing on social learning theory (SLT), this research examined the role of ethical leadership in conflict situations. Specifically, ethical leadership was predicted to build employees’ resolution efficacy and subsequently increase employees’ ability to deal with conflict situations in the workplace (i.e., relationship, task, and process conflict). A multi-source study in Europe and a two-wave design study in Africa showed support for our mediation model. These findings expand and unite existing theory on conflict and ethical leadership.

Keywords: ethical leadership; resolution efficacy; relationship conflict; task conflict; process conflict