Bachmann Ethical Leadership in Organizations

Concepts and Implementation
1. Auflage 2017
ISBN: 978-3-319-42942-7
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 211 Seiten

Reihe: CSR, Sustainability, Ethics & Governance

This book links ethical leadership theory to the implementation of improved leadership practices, particularly in highly operational environments. It builds on the recognition that bad forms of leadership lead to declining motivation and consequently to problems in the social climate and quality of work in organizations and the personal health of employees. It is based on a qualitative study from 100 in-depth interviews using inductive categorization, retrieving deep, rich and unprompted data from a highly developed and advanced production facility. The book reviews the current state of research in this field and describes the setup of the underlying study, linking it to the author's professional experience. It discusses the research design, its testing and its adaption to organizational practice. The book presents the findings of the study, introduces specific issues arising from the analysis, then critically discusses the interpretation of the findings and matches these with theoretical concepts. One finding of the study is that CSR and ethics are too often implemented with a focus on governance, process and reporting, without looking at leadership on all levels as the critical component. Finally it discusses the conclusions and implications derived from the findings. Overall, the book critically assesses how ethical leadership can be practically implemented in business organizations as a means of transforming organizations into better-governed institutions that exhibit ethical behavior. Foreword by Prof Dr James F. O'Kane, Dean of The Business School, Edinburgh Napier University


Bernhard Bachmann received his Doctorate in Business Administration from Edinburgh Napier University, UK. He is an independent consultant and analyst working at Bachmann Analytics, Governance & Training GmbH, and visiting lecturer at several universities.

Autoren/Hrsg.

Bachmann, Bernhard

Inhaltsverzeichnis

1;Foreword by Prof Dr James F. O´Kane, Dean of The Business School, Edinburgh Napier University;6
2;Foreword by the Author;8
3;Contents;10
4;List of Acronyms and Abbreviations;13
5;List of Figures;14
6;List of Tables;15
7;Chapter 1: Business Ethics Are Not Working;16
7.1;1.1 Business Ethics and CSR Are on the Rise;19
7.2;1.2 Business Ethics Are Today´s Order Winning Criteria;21
7.3;1.3 Why Is Progress in Business Ethics so Slow?;22
7.4;1.4 Structure of the Book;24
7.5;1.5 It´s Leadership, Not Regulations and Process: Contributions to Management Science and Practice;25
8;Chapter 2: The Implementation of Business Ethics Explored: 11 ``Key Themes´´ or Building Blocks;27
8.1;2.1 Ethical Theory and Values;28
8.2;2.2 Sustainability: The ``Triple Bottom Line´´;28
8.3;2.3 Governance: Aiming at ESG Criteria;29
8.4;2.4 Responsibility and Society: Corporate Social Responsibility, Corporate Citizenship;31
8.5;2.5 Globalisation: Blessing or Curse?;33
8.6;2.6 Ethical Decision Making: Values, Facts and Ethical Dilemmas;34
8.7;2.7 Ethical Stakeholder Management;35
8.8;2.8 Ethical Treatment of Employees;36
8.9;2.9 Ethical Treatment of Customers, Consumers, and Clients;37
8.10;2.10 Ethical Treatment of Suppliers and Ethical Sourcing;38
8.11;2.11 Ethical Treatment of Competitors;39
9;Chapter 3: Literature Review: The Evolution of Ethical Leadership;40
9.1;3.1 Introduction: Ethical Leadership: A Neglected Approach;42
9.1.1;3.1.1 Foundations and Perspectives of Ethics and Morale;44
9.1.2;3.1.2 Foundations of Integrity and Trust, or: Why Is Noone Researching Integrity and Trust?;50
9.2;3.2 The Evolution of Ethical Leadership Concepts;53
9.3;3.3 Embedding Ethical Leadership Concepts and Processes in Organisations;56
9.3.1;3.3.1 Factoring in Operational Environment and Context;57
9.3.2;3.3.2 Factoring in the Role of Corporate Culture;58
9.3.3;3.3.3 Factoring in Real Transformational Change;60
9.3.4;3.3.4 Embedding Ethical Leadership by Process;64
9.3.5;3.3.5 Embedding Ethical Leadership by Leadership Behaviour: The Importance of Role Modelling;66
9.3.6;3.3.6 Embedding Ethical Leadership by Establishing an Ethical Culture;68
9.3.7;3.3.7 Embedding Ethical Leadership by Establishing an Ethical Climate;69
9.4;3.4 The Neglected Role of the Middle Manager: The Influence of CEOs Is Highly Overrated;71
9.5;3.5 Summary: Don´t Write Rulebooks, Lead!;73
9.6;3.6 Implications and Emergent Themes for the Research Agenda and the Research Questions;74
10;Chapter 4: Research Methodology and Methods;77
10.1;4.1 Organisations Are Full of Multiple Truths;78
10.2;4.2 The Research Ethics of Researching Perceived Leadership;81
10.3;4.3 Development of Research Methods and Research Design;83
10.3.1;4.3.1 Concepts of Measuring Ethical Leadership;83
10.3.1.1;4.3.1.1 PLIS Instrument (Craig and Gustafson);84
10.3.1.2;4.3.1.2 Brown and Treviño´s Ethical Leadership Scale (ELS);86
10.3.1.3;4.3.1.3 The Corporate Ethical Virtues Model;87
10.3.1.4;4.3.1.4 The ``Integrity Thermometer´´;88
10.3.2;4.3.2 The Pilot Study and Results from the Field Tests;89
10.4;4.4 Focus Groups Are Seriously Flawed;93
10.5;4.5 A Better Kind of In-Depth Interviews;94
10.6;4.6 The Concept of Inductive Categorisation;97
10.7;4.7 Considerations on the Quality of Qualitative Research;99
10.8;4.8 Limitations of the Chosen Research Design;101
11;Chapter 5: Research Data Collection and Analysis Framework;105
11.1;5.1 Organisational Context of the Researched Company;105
11.2;5.2 Ensuring Right Sample Size and High Quality;107
11.3;5.3 In-Depth Interviews Validation of Issues and Narratives;112
11.4;5.4 Data Coding;113
11.5;5.5 Analysis Method Framework;116
12;Chapter 6: The Effects of Bad Leadership: Results and Findings from the Data;119
12.1;6.1 Situational Context and Operational Governance;120
12.2;6.2 Quality vs. Speed and New Product Development (NPD);123
12.3;6.3 Internal Competition;125
12.4;6.4 Leadership Culture;127
12.5;6.5 Favouritism and Nepotism;131
12.6;6.6 Appreciation;133
12.7;6.7 Integrity;135
12.8;6.8 Trust;137
12.9;6.9 Organisational Culture and Leadership Culture;138
12.10;6.10 Corporate and Work Climate;139
12.11;6.11 Team Spirit;141
12.12;6.12 Employee Motivation;142
12.13;6.13 Implications for Co-Operation;144
12.14;6.14 Poor and Bad Leadership Makes Ill;145
12.15;6.15 Summary;149
13;Chapter 7: Discussion of the Findings: The Absence of Unethical Leadership Is Already a Success;152
13.1;7.1 Findings in the Light of the Literature Review Discussion;153
13.1.1;7.1.1 Morale and Integrity;154
13.1.2;7.1.2 The Evolution of Ethical Leadership;155
13.1.3;7.1.3 Operational Context;157
13.1.4;7.1.4 Transformational Change;157
13.1.5;7.1.5 Process Implementation;158
13.1.6;7.1.6 Changing Organisational Culture and Climate;159
13.1.7;7.1.7 Role Modelling and the Role of Middle Managers;160
13.2;7.2 Revisiting the Research Framework Model;162
13.3;7.3 Emerging Issues from the Findings in Light of Recent Theory;164
14;Chapter 8: Conclusions and Implications of this Research Study;170
14.1;8.1 Conclusions on the Research Questions;170
14.2;8.2 Limitations of the Study;174
14.3;8.3 Ethical Leadership Is the Driver to CSR Implementation: Contributions of this Study to Current Research and Knowledge;176
14.4;8.4 Suggestions and Potential for Further Research;178
14.5;8.5 Practical Implications: Middle Managers Are Essential: An Approach of Establishing an Ethical Leadership Climate;179
15;About the Author;181
16;Appendix: Interview Questions and Interviewing Process;182
17;References;193