A growing body of research suggests that follower perceptions of ethical leadership are associated with beneficial follower outcomes. However, some empirical researchers have found contradictory results. In this study, we use social learning and social exchange theories to test the relationship between ethical leadership and follower work outcomes. Our results suggest that ethical leadership is related positively to numerous follower outcomes such as perceptions of leader interactional fairness and follower ethical behavior. Furthermore, we explore how ethical leadership relates to and is different from other leadership styles such as transformational and transactional leadership. Results suggest that ethical leadership is positively associated with transformational leadership and the contingent reward dimension of transactional leadership. With respect to the moderators, our results show mixed evidence for publication bias. Finally, geographical locations of study samples moderated some of the relationships between ethical leadership and follower outcomes, and employee samples from public sector organizations showed stronger mean corrected correlations for ethical leadershipfollower outcome relationships.

In this paper, we take a step towards developing a stakeholder theory of crisis management. We argue that, in the context of crises, adopting the principles of a stakeholder model of corporate governance will lead companies to engage more frequently in proactive and/or accommodating crisis management behaviour even if these crisis management behaviours are not perceived to maximize shareholder value. We also propose a mechanism that may explain why the stakeholder model may be associated with more successful crisis management outcomes. We conclude by challenging the efficacy of the shareholder view in crisis and crisis-like situations, and call for further theoretical and empirical research.

This paper represents the first in a series of reports of a 10‐year follow up study of the authors’ 1997–1999 study of spirituality in the workplace.Forty‐five responses to a modified questionnaire were analyzed. Attachment Theory was used to analyze the respondents’ views and feelings with regard to a variety of items pertaining to religion and spirituality.Those respondents having a Secure style of attachment were attracted to and had a much more positive view of spirituality than those with other attachment styles.The low percentage of respondents and the fact that those who responded were overwhelmingly Secure limits the study. Nonetheless, a very strong and clear portrait emerges of the link between a Secure attachment style and spirituality.The data show clearly that Secure individuals have a much more positive view of their organizations, and furthermore that their organizations are perceived as more spiritual. A strong implication is that spiritual organizations are thus somehow more Secure. If this implication is borne out by further research, then it means that we have identified a potentially new model for practicing spirituality in the workplace beyond those that were identified in our 1997–1999 study.

The authors examine how competing institutional logics shape institutional fields. Specifically, they conceptualize control of the modern corporation as an evolving institutional field. They connect changes in the institutional field to the rhetoric and corresponding logics put forth by various corporate stakeholders vying for control of the firm. Changes in the corporate institutional field are represented as the diffusion of takeovers and takeover defenses. Corporate control rhetoric is traced in interviews with corporate board members. The authors argue that the rhetoric of corporate control shapes and establishes dominant stakeholder groups in the institutional field. They conclude with a brief discussion of their analysis and a call for further research. Keywords: institutional theory; rhetorical analysis; corporate governanceThe few, however, have seldom been satisfied to command without a higher justification even when they abjured all interest in ideas, and the many have seldom been docile enough not to provoke such justifications.-R.

International audienceThe crisis management field has matured into a vibrant area of scholarship and teaching. This special issue of the Journal of Management Education takes stock of where we stand with respect to the teaching of crisis management. In her call for papers, the guest editor poses many challenging questions. Having studied crises for the past 25 years, the authors thought it would be useful to reflect on their own personal answers to these questions. They explore definitions of crisis, translate research on crises into skills and knowledge for students, and draw crisis management lessons from other disciplines. The authors discuss how to teach crisis management in a stand-alone course and how to integrate it into other areas of study, and emphasize the development of students’ cultural sensitivity and emotional and experiential learning, as well as their conceptual understanding regarding crises