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.

Los polívados, sector público y sector privado en la clase dirigente colombiana al final del Frente Nacional, 1972-1978

The English version of this article can be found at: http://ssrn.com/abstract=1011017 Spanish Abstract: En los anos sesenta, las empresas y las organizaciones de la sociedad civil (OSC) recorrian sendas separadas, y tenian poco que ver entre si. En las ultimas tres decadas, sin embargo, los senderos de ambos mundos no solo se han cruzado sino que han convergido. Empresas y OSC convergen en la naturaleza del valor que crean, en los grupos de interes que deben gestionar, en las estructuras de las organizaciones que forman y en los instrumentos financieros que utilizan para financiar sus emprendimientos. La era de convergencia ha llegado para quedarse. ?Sabe como capitalizarla? Palabras clave: emprendimiento social, empresa social, responsabilidad social, innovacion social, BOP, negocios inclusivos, empresa y sociedad, organizaciones no lucrativas, organizaciones sin fines de lucro, ONG, organizaciones no gubernamentales, estrategia. English Abstract: Nonprofits and business are converging - in the value they create, the stakeholders they manage, the organizations they form, and the financial instruments they use. The era of convergence is upon us. Do you know how to take advantage of it?

Aprovechar la convergencia (Capitalizing on Convergence)

El Negocio del Futbol

¿Cómo desarrollar un modelo de responsabilidad social empresarial? La experiencia del Octágono en Costa Rica

Esta investigacion sobre el comportamiento negociador de los colombianos busca identificar las diferencias que pueda haber entre grupos de diferentes regiones del pais, de diferente nivel de ingresos, edad y sexo. Se trata de conocer la manera como afectan estas variables demograficas los resultados de una negociacion, en particular el logro de un mayor o menor porcentaje de acuerdos, diferencias cuantitativas de los resultados que permiten inferir sobre el estilo negociador utilizado por personas de estas diversas caracteristicas sociales.

Enrique Ogliastri

Papers

Los polívados, sector público y sector privado en la clase dirigente colombiana al final del Frente Nacional, 1972-1978

Aprovechar la convergencia (Capitalizing on Convergence)

El Negocio del Futbol

¿Cómo desarrollar un modelo de responsabilidad social empresarial? La experiencia del Octágono en Costa Rica

El comportamiento negociador de los colombianos : un estudio sobre las variables básicas