Ethical Leadership as a Balance Between Opposing Neural Networks

Rochford, Kylie; Jack, Anthony I.; Boyatzis, Richard E.; French, Shannon E.

doi:10.1007/s10551-016-3264-x

Cited by 35 publications

(32 citation statements)

References 155 publications

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“…Firms with an all-stakeholder strategy humanize other stakeholders in powerful stakeholders' eyes by explicitly justifying their decisions and practices on the basis of the harm that can be done to weaker stakeholders as well as the moral obligation to care for their well-being. This makes it easier for powerful stakeholders to appreciate weaker stakeholders' experiential point of view and increases their sense of moral concern for these weaker stakeholders (Rochford, Jack, Boyatzis, & French, 2017).…”

Section: The Salience Of Morality Vs Personal Materials Outcomesmentioning

confidence: 99%

“…The literature on moral identity shows that these practices are situational factors that weaken the impact of moral identity on behavior even for the people for whom moral identity is highly central (Aquino et al, 2009). In addition to an emphasis on personal material outcomes, the discourse and practices linked to a powerful-stakeholder strategy sometimes also depict some human stakeholders as means/instruments that the firm is free to use to achieve financial goals (Rochford et al, 2017). This can lead powerful stakeholders to dehumanize these human stakeholders (Rochford et al, 2017), which in turn reduces the salience of the motivational drivers grounded in morality.…”

Section: The Salience Of Morality Vs Personal Materials Outcomesmentioning

confidence: 99%

“…In addition to an emphasis on personal material outcomes, the discourse and practices linked to a powerful-stakeholder strategy sometimes also depict some human stakeholders as means/instruments that the firm is free to use to achieve financial goals (Rochford et al, 2017). This can lead powerful stakeholders to dehumanize these human stakeholders (Rochford et al, 2017), which in turn reduces the salience of the motivational drivers grounded in morality. On the basis of the above arguments, we propose, Proposition 8.…”

Section: The Salience Of Morality Vs Personal Materials Outcomesmentioning

confidence: 99%

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When Do Powerful Stakeholders Give Managers the Latitude to Balance All Stakeholders’ Interests?

Bridoux

Vishwanathan

2018

Business & Society

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Research in instrumental stakeholder theory often discusses the benefits of a stakeholder strategy that balances all stakeholders' interests as if the firm's managers were not constrained much in choosing a strategy. Yet, through their value appropriation behavior, stakeholders with high bargaining power can significantly constrain managers' choices. Our objective is, therefore, to understand when powerful stakeholders give managers the latitude to balance all stakeholders' interests, rather than forcing them to satisfy primarily their own interests. Building on enlightened self-interest and the justice literature, we identify five motivational drivers that help explain powerful stakeholders' value appropriation behavior. We next explore the endogenous relationship between the stakeholder strategy adopted by the firm and its effect on powerful stakeholders' value appropriation behavior. This article complements instrumental stakeholder theory by looking at powerful stakeholders' motivation to exercise their bargaining power, and in so doing brings powerful stakeholders' moral responsibility in the treatment of weak stakeholders to the forefront.

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Section: The Salience Of Morality Vs Personal Materials Outcomesmentioning

confidence: 99%

Section: The Salience Of Morality Vs Personal Materials Outcomesmentioning

confidence: 99%

Section: The Salience Of Morality Vs Personal Materials Outcomesmentioning

confidence: 99%

See 1 more Smart Citation

When Do Powerful Stakeholders Give Managers the Latitude to Balance All Stakeholders’ Interests?

Bridoux

Vishwanathan

2018

Business & Society

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“…Furthermore, organizations can try to encourage persons to behave morally by letting them experience a strong ethical culture (Rochford, Jack, Boyatzis, & French, 2017).…”

Section: Understanding Oneself: Self-reflection and Self-regulationmentioning

confidence: 99%

Neuroscience Research and Ethical Leadership: Insights from a Neurological Micro-foundation

Voegtlin¹,

Walthert²,

Robertson³

2019

Business and Society 360

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The chapter examines to what extent research from social cognitive neuroscience can inform ethical leadership. We evaluate the contribution of brain research to the understanding of ethical leaders as moral persons, as well the understanding of their role as moral managers. The areas of social cognitive neuroscience that mirror these two aspects of ethical leadership comprise research relating to understanding oneself, understanding others, and the relationship between the self and others. Within these, we deem it relevant for ethical leadership to incorporate research findings about self-reflection, self-regulation, theory of mind, empathy, trust and fairness. The chapter highlights social cognitive neuroscience research in these areas and discusses its actual and potential contributions to ethical leadership. The chapter thereby engages also with the broader discussion on the neuroscience of leadership. We suggest new avenues for future research in the field of leadership ethics and responsibility.

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“…Liderlik 21 (Lawrence ve Pirson, 2015), (Rochford, 2016), (Lindebaum ve Raftopoulou, 2014), (Waldman v.d., 2011a), (McDonald ve Tang, 2014), (Cropanzano ve Becker, 2013), (Lindebaum, 2013a), (Lindebaum, 2013b), (Lindebaum ve Zundel, 2013), (McLagan, 2013), (Ashkanasy, 2013), (Balthazard v.d., 2012), (Boyatzis v.d., 2012), (Waldman v.d., 2011b), (Jamieson, 2013), (Antonakis v.d., 2009), (Tee, 2015), (Hodgkinson, 2013), (Lee v.d., 2012a), (Trichas v.d., 2017), (Goleman, 2006) Örgüt Çalışmaları 20 (Kathleen, 2013), (Houdek, 2017), (Cropanzano v.d., 2016) , (Lindebaum ve Raftopoulou, 2014), (Spector, 2014), (McDonald ve Tang, 2014), (Healey ve Hodgkinson, 2014), (Cropanzano ve Becker, 2013), (Lindebaum ve Zundel, 2013), (Becker ve Cropanzano, 2010), (Volk ve Köhler, 2012), (Lee v.d., 2012b), (Becker v.d., 2011), (Senior v.d., 2011), (Becker v.d., 2015), (Weaver v.d., 2014), (Schoeneborn v.d., 2013), (Hodgkinson, 2013), (Lee v.d., 2012a), (Uhlmann v.d., 2012),…”

Section: Makale Sayısı çAlışmalarmentioning

confidence: 99%

Yöneti̇m Yazinindaki̇ Nörobi̇li̇m Çalişmalarina Genel Bakiş

Erkal¹,

Çağlar²,

Kesken³

2017

Uluslararası İktisadi Ve İdari İncelemeler Dergisi

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Öz1900'lü yılların başlarında psikoloji alanının gelişmesi ile birlikte gelen düşünsel değişim, insan beyninin nasıl işlediği konusunda birçok çalışmanın ortaya konmasına dayanak sağlamıştır. Tıbbi teknoloji ve nöroloji alanındaki ilerlemeler bilim insanlarının beynin nasıl işlediği konusunda deneye dayalı veriler elde etmesini sağlamış, bir çalışma alanı olarak nörobilim yazında kendisine yer bulmuştur. Bu çalışmanın amacı, bilimsel yazında hızlıca gelişen bir alan olan nörobilim çalışmalarının yönetim bilimi yazınını nasıl etkilediğini ve yazın içerisinde nasıl bir gelişim gösterdiğini incelemektir. Çalışmada ikincil verilere dayalı nitel bir tematik içerik analizi yapılmıştır. Veriler, yönetim ve organizasyon bilimsel çalışma alanı içerisine giren SSCI tarafından indekslenen dergilerde yer alan nörobilim ile ilgili makalelerin anahtar kelimeleri ve konu başlıklarından elde edilmiştir. Bu veriler Nvivo 11 programı ile temalara ayrılmış, mevcut yazında nörobilim çalışmalarının hangi alt temalarda yoğunlaşığı ortaya konulmuştur. Buna göre örgütsel davranış konuları içerisinde liderlik en çok çalışılan alan olarak öne çıkmıştır. Daha sonra örgüt çalışmaları ve kuram tartışmaları en çok yoğunlaşmanın olduğu alanlar olarak göze çarpmaktadır. A b s t r a c tThe intellectual change that accompanied the development of the field of psychology in the early 1900s provided the basis for many studies on how the human brain works. Progress in the field of medical technology and neurology has made it possible for scientists to acquire emprical data on how the brain works, finding a place in neuroscience writing as a field of study. This study aims to examine how neuroscience studies, which have been developing rapidly within today's scientific literature, influence the field of management sciences and how it develops within the literature. Qualitative content analysis based on the second hand data was used as the method in the study. The data were obtained from the key words and subject terms of the articles related to neuroscience in the journals scanned by SSCI which entered into the field of management and organization. This data is divided into themes by using Nvivo 11 programme, in which the neuroscience studies are concentrated under which sub-themes within management and organization literature. Accordingly, leadership has come to the most studied area within organizational behavioral subjects. Later on, organizational studies and theoretical discussions are highlighted as concentrated areas.

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Ethical Leadership as a Balance Between Opposing Neural Networks

Cited by 35 publications

References 155 publications

When Do Powerful Stakeholders Give Managers the Latitude to Balance All Stakeholders’ Interests?

When Do Powerful Stakeholders Give Managers the Latitude to Balance All Stakeholders’ Interests?

Neuroscience Research and Ethical Leadership: Insights from a Neurological Micro-foundation

Yöneti̇m Yazinindaki̇ Nörobi̇li̇m Çalişmalarina Genel Bakiş

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