Journal of Values-Based Leadership最新文献

{"title":"Transformative Ethics and Moving Toward “Greatness” – Problems and Realities","authors":"Hawaraa Ali Habib Al Lawati, Raihan Taqui Syed, Cam Caldwell","doi":"10.22543/0733.121.1259","DOIUrl":"https://doi.org/10.22543/0733.121.1259","url":null,"abstract":"The purpose of this paper is to emphasize the role of Transformative Ethics as leaders and organizations move toward the achievement of greatness. It is a conceptual paper that explains the key importance of the pursuit of greatness and the role of Transformative Ethics in that pursuit. The paper suggests that each of the twelve perspectives that comprise Transformative Ethics supports the pursuit of greatness and that the pursuit of excellence is necessary for individuals and firms in today’s global marketplace. The research implications from this study support the importance of Transformative Ethics as a contributing ethical perspective for leaders and organizations. As leaders and organizations interact with others, the need for ethical leadership is critical for establishing trust and earning follower commitment This paper is one of the first to address the practical implications of Transformative Ethics for leaders and organizations. Introduction In the best-selling business text, Good to Great (2001), author Jim Collins begins the book with the six compelling words, “Good is the enemy of great.” Collins’ book is among Time magazine’s 25 most influential business management books ever written (Time, 2016) and Good to Great has been called one of the ten best management books to enable managers to improve their skills (Reh, 2017). Collins’ emphasis on the importance of becoming great is critical to maintaining a competitive advantage in today’s global marketplace (Caldwell & Anderson, 2018). HAWARAA ALI HABIB AL LAWATI, MUSCAT, OMAN RAIHAN TAQUI SYED MUSCAT, OMAN CAM CALDWELL ALEXANDRIA, LA, USA","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"473 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128009492","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Guest Editorial: A Reflection on the Leadership of Aretha Franklin, Queen of Soul","authors":"Y. Bonaparte","doi":"10.22543/0733.121.1254","DOIUrl":"https://doi.org/10.22543/0733.121.1254","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"63 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126636328","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Way of the Servant Citizen: Building, Mindfulness and Reverence for Work (BMW): A Thematic Synthesis of Servant Attributes from Servant Leadership, Organizational Citizenship Behavior and the Servanthood of Jesus","authors":"Ramon Ma. Nicolas V. Molano","doi":"10.22543/0733.121.1245","DOIUrl":"https://doi.org/10.22543/0733.121.1245","url":null,"abstract":"This paper highlights the topic of servant citizens. These are ordinary members of the community who consistently demonstrate servant-first attributes and behaviors. They do not necessarily hold any formal positions of leadership, although those who demonstrate the capacity for leadership may potentially become servant leaders. The term servant citizen is introduced and explained here as it has yet to be found in contemporary literature.","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116925903","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Accountability and Moral Competence Promote Ethical Leadership","authors":"Kassem A. Ghanem, P. Castelli","doi":"10.22543/0733.121.1247","DOIUrl":"https://doi.org/10.22543/0733.121.1247","url":null,"abstract":"Accountability and moral competence are two factors that may have a positive effect on ethical leadership in organizations. This study utilized a survey methodology to investigate the relationship among accountability, moral competence, and ethical leadership in a sample of 103 leaders from a variety of industries and different countries. Accountability was found to be a significant positive predictor of ethical leadership. Moral competence was also found to moderate this relationship such that increases in moral competence enhanced the positive effects of accountability on ethical leadership. The results of the study suggest that organizations can increase ethical leadership throughout the company via accountability (especially selfaccountability) and moral competence by training their leaders to use self-monitoring behaviors and increasing moral education. Introduction In today’s rapidly changing business environment, leaders must make ethical decisions on a regular basis (Hsieh, 2017; Khokhar & Zia-ur-Rehman, 2017) and function as ethical leaders to promote, sustain, and maintain ethical behavior in followers (Jeewon, Jung Hyun, Yoonjung, Pillai, & Se Hyung, 2018; Kalshoven, Den Hartog, & De Hoogh, 2011; Northouse, 2013). Continual scandals in business and public sectors over the last decades have increased interest in ethical leadership (Khokhar & Zia-ur-Rehman, 2017; Marquardt, Brown, & Casper, 2018). The increase in the importance of ethics in business and management has led many scholars to focus on ethical leadership behavior (Ardelean, 2015; Eubanks, Brown, & Ybema, 2012; Javed, Rawwas, Khandai, Shahid, & Tayyeb, 2018; Mayer, Kuenzi, Greenbaum, Bardes, & Salvador, 2009; Northouse, 2013; Resick et al., 2011; Trevino, den Nieuwenboer, & KishGephart, 2014). Moreover, it has provided opportunities for researchers to investigate methods that produce increased knowledge of ethical behavior in organizations that can result in facilitating and sustaining the development of ethical leadership behavior. Volatility in today’s global economy confronts organizational leaders with numerous complex ethical dilemmas, and makes ethical decision-making an important component of leadership behavior. To sustain ethical leadership behavior in business and management, organizations need to decrease the likelihood that the leader will engage in inappropriate conduct (Beu & Buckley, 2001; Newman, Round, Bhattacharya, & Roy, 2017) by adopting mechanisms for enhancing ethical leadership behavior. KASSEM A. GHANEM, WINDSOR, ONTARIO, CANADA PATRICIA A. CASTELLI, SOUTHFIELD, MICHIGAN, U.S.A.","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"90 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123456708","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Book Review: The Tata Group: From Torchbearers to Trailblazers by Shanshank Shah","authors":"Elizabeth F. R. Gingerich","doi":"10.22543/0733.121.1261","DOIUrl":"https://doi.org/10.22543/0733.121.1261","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122512062","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Values-Based Leadership in a Time of Values Confusion","authors":"Joseph P. Hester","doi":"10.22543/0733.121.1257","DOIUrl":"https://doi.org/10.22543/0733.121.1257","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"64 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127594260","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Guest Editorial: Silence is Not Golden","authors":"R. Eich","doi":"10.22543/0733.121.1255","DOIUrl":"https://doi.org/10.22543/0733.121.1255","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"58 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128885258","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Unethical Leadership and Followers’ Deviance: The Mediating Role of Perception of Politics and Injustice","authors":"Z. Asnakew, Yibeltal Mekonnen","doi":"10.22543/0733.121.1250","DOIUrl":"https://doi.org/10.22543/0733.121.1250","url":null,"abstract":"This paper posits that unethical leadership behavior increases followers’ deviance by increasing perception of injustice and politics in organizations. More specifically, perception of politics and injustice mediates the relationship between unethical leadership behavior and followers’ deviance. By using data from 262 employees of various public organizations in Ethiopia, we confirmed our hypothesis. Further, the result of multiple regression confirmed that the relationship between unethical leadership behavior and followers’ deviance would be stronger when followers develop a perception of politics in the workplace. Introduction It is widely acknowledged that leaders ought to be a crucial source of ethical guidance for followers and should at the same time be responsible for the development of moral values, establishing ethical standards that guide the behavior and decision-making of followers (Brown, Treviño, & Harrison, 2005; Mihelic, Lipicnik, & Tekavcic, 2010). When these standards and values are consistently endorsed, role-modeled, and supported with compatible organizational processes, rules, and procedures, they will become an integral aspect of the organization’s system and culture (Schein & Culture, 1985). Conversely, when these standards and values are neglected, violated, and compromised, organizational misbehaviors are allowed to advance. According to social learning theory of Bandura, individuals learn by focusing their attention on role models to determine the appropriate behaviors, values, and attitudes to display publicly (Bandura, 1978). Pursuant to this interpretation, leaders who act ethically in the workplace encourage positive followers’ behaviors (Brown, 2005). On the contrary, unethical leadership as defined by as dishonesty and unfairness, engagement in corruption and other criminal behaviors, low empathy, lack of responsibility, following egocentric pursuit of own interest, and manipulation and misuse of others (Brown & Mitchell, 2010) has a negative correlation with positive followers’ outcomes and behaviors, including employee well-being, individual performance, and a positive correlation with negative employee behavior, like turnover intentions and other forms of counterproductive work behavior (Mitchell & Ambrose, 2007; Schyns & Schilling, 2013; Tepper, 2000). ZELEKE SIRAYE ASNAKEW BAHIR DAR UNIVERSITY BAHIR DAR, ETHIOPIA YIBELTAL ELIAS MEKONEN BAHIR DAR UNIVERSITY BAHIR DAR, ETHIOPIA","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126543062","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Book Review: Serve to Lead: 21st Century Leaders Manual by James Strock","authors":"M. Rao","doi":"10.22543/0733.121.1262","DOIUrl":"https://doi.org/10.22543/0733.121.1262","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121193093","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Coaching Greatness: An Application of Authentic Leadership Development Theory to Wooden and Lombardi","authors":"J. Martino","doi":"10.22543/0733.121.1258","DOIUrl":"https://doi.org/10.22543/0733.121.1258","url":null,"abstract":"Authentic leadership development theory is applied to examine the success achieved by two of the greatest coaches in the history of elite level American sports: John Wooden and Vince Lombardi. Authentic leadership development theory posits authenticity in the leader as a key ingredient in the success of corporate endeavours. Their authentic leadership fosters greater willingness on the part of followers to act in ways that serve the interests of a mutual vision of an organisation’s values and mission. At its best, the product of this interplay – or authentic leadership development – is long-term performance that consistently exceeds expectations. Wooden and Lombardi were doubtless authentic leaders whose incredible record of achievement can be understood in significant measure through the lens of authentic leadership development theory. Introduction In 2009, Sporting News published its list of the 50 greatest coaches of all time (Day, Iyer, & Boswell). John Wooden was at the top of the list. Vince Lombardi came in as the highestranking football coach and number two overall. With both men managing to achieve legendary status during their coaching days – a status that has only grown to mythological proportion following their retirements and subsequent deaths – it is hard to argue with those names. Wooden’s greatness was forged on the hard courts of UCLA basketball during the 1960s and early 1970s. The Bruins of UCLA (University of California at Los Angeles) were, and remain, an elite level basketball program that competes in the National Collegiate Athletic Association (NCAA) in the United States. His record of success as UCLA’s head coach is as remarkable today as it was back then – ten national basketball championships in 12 years, including seven in a row, during which time the team put together an unprecedented winning streak of 88 games (UCLA, 2006). Lombardi’s mark was also made during the 1960s, as the head coach of professional football’s Green Bay Packers. Between 1959, his first year at the helm, and 1967, his last, Lombardi’s Packers won five championships, including three straight, losing only one of ten post-season games in the process (Pro Football, n.d.). The National Football League’s (NFL) Super Bowl trophy is named in his honour. No doubt, Wooden and Lombardi excelled at the fundamentals of their respective sports. Coupled with their ability to teach – both had been high school teachers in their early careers – they fashioned teams during their professional coaching tenures renowned for their technical proficiency and near flawless execution. But more than this, Wooden and Lombardi were regarded then, and are revered today, as great leaders. Michael O’Brien JOSEPH MARTINO, J.D. MINISTRY, ATTORNEY GENERAL","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"57 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134253484","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}