Journal of Leadership, Accountability, and Ethics 

About: Journal of Leadership, Accountability, and Ethics is an academic journal published by North American Business Press. The journal publishes majorly in the area(s): Accountability & Corporate social responsibility. It has an ISSN identifier of 1913-8059. Over the lifetime, 277 publications have been published receiving 1799 citations.

The Urgent Need for Skilled Transformational Leaders: Integrating Transformational Leadership and Organization Development

Abstract: There is an urgent need in organizations of all types and sizes for transformational leaders who have the courage and skills to reinvent and build organizations capable of succeeding in today’s times of dynamic change and scarce resources. And yet, while the idea of transformational leadership has a rich and well researched history, few leaders are familiar with the term, few organizations are developing transformational leaders, and very few leaders have any idea how to be a transformational leader. One of the challenges with theories on transformational leadership is that while they are strong on the characteristics needed to be a transformational leader, they are not as clear on the actual skills needed to change and transform organizations. By integrating concepts from transformational leadership and from the field of organization development that specializes in organization change and transformation, both fields are strengthened. Transformational leadership is made more clear and practical and organization development benefits from a greater emphasis on the need for transformational leaders in leading change. The article also presents an operational definition of transformational leadership so organizations can purposefully and systematically develop transformational leaders and interested leaders can learn the fundamental thinking and skills needed to be a skilled transformational leader.

Bracing for the Millennial Workforce: Looking for Ways to Inspire Generation Y

Abstract: The 75 million members of the extremely child-centric Millennial generation are known for their distinctive traits, such as a preference for personal attention and high esteem of their abilities. As new entrants to the world of work, this team-oriented, technology-savvy, idealistic generation is awaiting the inspiration, leadership, and motivation we owe them. Ensuring a rewarding outcome in guiding this hyper-connective, creative cohort is a challenge we cannot escape. Through semi-structured interviews, this qualitative inquiry explores the values and communication styles of Generation Y and discusses the opportunities lying within revealing and nurturing their resources through the principles of transformational leadership.

Alternating Leadership as a Proactive Organizational Intervention: Addressing the Needs of the Baby Boomers, Generation Xers and Millennials

Abstract: The article examines traditional leadership research and assumption concerning hierarchical and leaderfocused paradigms against the needs of the Baby Boomers, Generation Xers and Millennials who favor a spontaneous, self-initiated leadership/followership theory identified as Alternating Leadership - that acknowledges the duality of leader/follower within each individual. A matrix offers interventions that enhance and expand leadership and followership roles and generational expectations. Conclusions suggest a confirmation of the dual Alternating Leadership role existing within all employees or managers and range of worker-centered, real-time interventions needed to increase worker interaction and synergy.

Investigating the Relationship Between Affective Commitment and Unethical Pro-Organizational Behaviors: The Role of Moral Identity

Abstract: In this study, we investigate the relationship between affective commitment and unethical proorganizational behaviors (UPBs), which are unethical behaviors conducted by employees meant to potentially benefit the organization (Umphress, Bingham, & Mitchell, 2010). We predicted that affective commitment would be positively related to UPBs and that moral identity would moderate and weaken this relationship. The results support our hypotheses, indicating that individuals with high levels of affective organizational commitment are more likely to engage in UPBs when they hold a lower level or moral identity. Theoretical and practical implications are discussed.

Exploring the Role of Leadership in Corporate Social Responsibility: A Review

Abstract: Leadership as demonstrated by today’s corporate leaders has been called into question. In the aftermath of corporate scandals and global financial crisis, many people today desire leadership that promotes the ideals of corporate social responsibility (CSR). At the present time there exists strikingly little research that explicitly explores the intersection between leadership and CSR. Therefore the primary goal of this article is to collect the existing research relating leadership with CSR in an effort to better understand the intersection of these fields, and to explore promising future areas research at this intersection. Having surveyed the literature, beginning with studies that explicitly explored “leadership and CSR” and broadening to include related relevant studies, I have discovered a number of interesting studies that can serve as a foundation for those who are interested in more deeply exploring the intersection of leadership and CSR.