Leadership lessons from Levinas: revisiting responsible leadership

Jones, Jen

doi:10.4337/lath.2014.01.04

Cited by 28 publications

(17 citation statements)

References 57 publications

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“…The title of the essay, 'Leadership lessons from Levinas: revisiting responsible leadership' (Jones 2014), is consistent with my initial remarks. Additionally, the term responsibility is a fulcrum term for Levinas.…”

Section: In Conversation With Jonessupporting

confidence: 71%

“…Department of Communication & Rhetorical Studies, Duquesne University, Pittsburgh, PA, USA I offer response to Jen Jones's linking of Emmanuel Levinas to leadership with appreciation for her essay (Jones 2014) and the connections of Levinas to this practical domain. Levinas was the director of École Normale Israelite Orientale for fifteen years.…”

Section: Ronald C Arnettmentioning

confidence: 99%

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Colloquium on Levinas, leadership, and ethics

Ketcham¹,

Jen²,

Arnett³

et al. 2016

LATH

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Section: In Conversation With Jonessupporting

confidence: 71%

Section: Ronald C Arnettmentioning

confidence: 99%

Colloquium on Levinas, leadership, and ethics

Ketcham¹,

Jen²,

Arnett³

et al. 2016

LATH

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“…Theories on responsible leadership thus emphasise the importance of approaching leadership in the context of stakeholder theory (Bass & Steidlmeier, 1999;Avery & Bergsteiner, 2011). Responsible leadership requires leaders to also engage in involving stakeholders with virtue and integrity to build the best community and workplace (Jones, 2014). Therefore, it enables the integration of the leaders within the stakeholder community.…”

Section: Sustainable Business Models and Sustainable Leadershipmentioning

confidence: 99%

Renewing and improving the business model toward sustainability in theory and practice

Baldo

Baldarelli

2017

Int J Corporate Soc Responsibility

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The paper aims to analyse and discuss the evolution towards a sustainable business model and to focus on the motivations and the implications on the mission, the governance and the accountability of companies. Moreover, the theoretical framework of values-based, ethical and sustainable leadership has been used as interpretative key for the case-study analysis. After presenting the literature review, the second part of the work is based on the inductive approach applied to the analysis of the experience of an Italian medium-sized company (SGR Group) belonging to the energy sector (oil & gas). Recently this company has started a new project aimed at renewing its business model and deepening its sustainability orientation, which has already been experienced for years. The project is finalized at identifying and assessing vices and virtues which affect the governance and the leadership model, as well as the company's stakeholders engagement processes. The case exemplifies a resilience capability derived from a sustainable business model activated through relationships among internal and external stakeholders and supported by an ethical-based transformational leadership model which, in turn, derives from and nurtures the coherence among the mission-governance and accountability model. Specifically, the analysis confirms the propositions drawn from the literature review relative to the fact that the coherence among mission, governance and accountability is a key driver for effective business model and that sustainable business models derive from and are characterized by sustainable leadership models, which include transformational, ethical-based and values-virtues-driven leadership.

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“…Theories on responsible leadership thus emphasise the importance of approaching leadership in the context of stakeholder theory [28,49]. Responsible leadership requires leader to also engage in involving stakeholders with virtue and integrity to build the best community and workplace [50]. Therefore, it enables the integration of the leaders within the stakeholder community.…”

Section: Responsible and Sustainable Leadership For A Sustainable Busmentioning

confidence: 99%

Entrepreneurship, Leadership and Charisma: Which Are the Links with Business Models Sustainability?

Baldo¹

2018

Entrepreneurship - Development Tendencies and Empirical Approach

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Leadership ethics tend to emphasise the benefits of implementing ethical practices within organisations, focussing on the importance of a leader's values and virtues and the positive effects of a leader's behaviour on employees' satisfaction, the organisational culture and stakeholders' relationships. Drawing from this premise, the work addresses entrepreneurial and managerial leadership model, such as charismatic and virtues-based leadership, and its contribution in developing sustainability-oriented strategy. Using a methodological approach which merges the inductive and deductive perspective, a critical review of leadership approaches is followed by the empirical analysis based on a case study relative to a large Italian public company-Brunello Cucinelli Spa-driving attention to the effectiveness of sustainable business models which require managers and entrepreneurs to govern the internal and external complexity and actively contribute to both the sustainability of the company and the local and global environment.

show abstract

Leadership lessons from Levinas: revisiting responsible leadership

Cited by 28 publications

References 57 publications

Colloquium on Levinas, leadership, and ethics

Colloquium on Levinas, leadership, and ethics

Renewing and improving the business model toward sustainability in theory and practice

Entrepreneurship, Leadership and Charisma: Which Are the Links with Business Models Sustainability?

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