Ethical leadership: A social learning perspective for construct development and testing

The four Visegrad states — Poland, the Czech Republic, Slovakia (until 1993 Czechoslovakia) and Hungary — form a compact area between Germany and Austria in the west and the states of the former USSR in the east. They are bounded by the Baltic in the north and the Danube river in the south. They are cut by the Sudeten and Carpathian mountain ranges, which divide Poland off from the other states. Poland is an extension of the North European plain and like the latter is drained by rivers that flow from south to north west — the Oder, the Vlatava and the Elbe, the Vistula and the Bug. The Danube is the great exception, flowing from its source eastward, turning through two 90-degree turns to end up in the Black Sea, forming the barrier and often the political frontier between central Europe and the Balkans. Hungary to the east of the Danube is also an open plain. The region is historically and culturally part of western Europe, but its eastern Marches now represents a vital strategic zone between Germany and the core of the European Union to the west and the Russian zone to the east.

Economy and Society

Our literature review focuses on the emerging construct of ethical leadership and compares this construct with related concepts that share a common concern for a moral dimension of leadership (e.g., spiritual, authentic, and transformational leadership). Drawing broadly from the intersection of the ethics and leadership literatures, we offer propositions about the antecedents and outcomes of ethical leadership. We also identify issues and questions to be addressed in the future and discuss their implications for research and practice. Our review indicates that ethical leadership remains largely unexplored, offering researchers opportunities for new discoveries and leaders opportunities to improve their effectiveness.

https://iranakhlagh.nipc.ir/uploads/science_p_10105_5765.pdf

Ethical leadership: A review and future directions

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

In this study, we examined the validity of the measurement model and factor structure of Bass and Avolio’s Multifactor Leadership Questionnaire (MLQ) (Form 5X). We hypothesized that evaluations of leadership—and hence the psychometric properties of leadership instruments—may be affected by the context in which leadership is observed and evaluated. Using largely homogenous business samples consisting of 2279 pooled male and 1089 pooled female raters who evaluated same-gender leaders, we found support for the nine-factor leadership model proposed by Bass and Avolio. The model was configurally and partially metrically invariant—suggesting that the same constructs were validly measured in the male and female groups. Mean differences were found between the male and female samples on four leadership factors (Study 1). Next, using factor-level data of 18 independently gathered samples (N=6525 raters) clustered into prototypically homogenous contexts, we tested the nine-factor model and found it was stable (i.e., fully invariant) within homogenous contexts (Study 2). The contextual factors comprised environmental risk, leader–follower gender, and leader hierarchical level. Implications for use of the MLQ and nine-factor model are discussed.

/pdf/context-and-leadership-an-examination-of-the-nine-factor-1jdmdo3ngs.pdf

Context and leadership: An examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire.

Con base en las teorias de Hall, Hofstede y el estudio Globe, este articulo analiza, de un lado, la manera de negociar de los franceses y una interpretacion de por que negocian asi, y de otro, los retos que afrontan personas de otras culturas al negociar con ellos. Se utilizan metodologias cualitativas inductivas y comparativas, sobre experiencias concretas de negociacion con franceses: un grupo focal y tres estudios con entrevistas semiestructuradas con 244 negociadores de cinco continentes. A quienes van a negociar con los franceses, se recomienda preparar la negociacion con datos y argumentos solidos, buscar un acercamiento gradual, ser asertivo pero flexible y mantener la formalidad y las buenas maneras.

/pdf/negociacion-a-la-francesa-un-enfoque-cualitativo-4swzoe19zd.pdf

Negociación a la francesa: un enfoque cualitativo

El Octagono: Un Modelo para Alinear la RSE con la estrategia

Leadership in Latin America: Insights into Complexities across Societies

The array of terminology that refers to the link between corporations and society can be very confusing for the non-specialist. Terms such as corporative citizenship, corporate social responsibility, philanthropy and sustainability, among others, refer to research literatures and communities of practice that are related, yet different. Over the past few years, the concept of Business and Society (B&S) has emerged as a broad, encompassing field that includes them all. In this article we identify the frameworks or constructs that constitute this field: corporate social responsibility, corporate citizenship (or corporate philanthropy), sustainable development, corporate governance, business ethics, and inclusive business. The article reaches two broad conclusions. The first is the horizontal expansion of the agenda: each one of these literatures and practice communities has seen their theme agenda expand systematically over the past few years. The relationship between the company and its socio-environmental context is increasingly richer and multifaceted, to the point that it would be unthinkable nowadays to ignore (or reverse) this interdependent connection. The second trend is the deepening of the thematic agendas of the B&S family, bringing them closer to the core of public, private and social organizations’ strategies. In all the reviewed fields, the ethical, social, environmental and commercial dimensions appear to become increasingly aligned with each other - even if the road ahead is still long and full of challenges.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID1510254_code590320.pdf?abstractid=1510254&mirid=1&type=2

Enrique Ogliastri

Papers

Negociación a la francesa: un enfoque cualitativo

El Octagono: Un Modelo para Alinear la RSE con la estrategia

Leadership in Latin America: Insights into Complexities across Societies

Business and Society in Latin America: An Introduction (Empresa y Sociedad en América Latina) (Spanish)

La Organizaciónn Panamericana de la Salud