Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership

On the Role of Faith in Sustainability Management: A Conceptual Model and Research Agenda

“…Appropriation of the concept of open and social innovation by management scholars constitutes a major step within this trend (Martinez et al 2017). Interestingly, the creation of corporate vision and pro-sustainability value congruence across individual levels in the context of open innovation is often argued to require a leap of faith (e.g., Haugh and Talwar 2010;Mahoney et al 1994)-translating onto the development of a distinctively more inclusive mindset that determines the right (or ethical) course of action, particularly when operating under situations of uncertainty and ambiguity (Treviño et al 2000;Van den Steen 2005). If multiple religious faiths, and potential sources of spiritual leadership, can be found at all levels of a firm's internal and external environment, little is known about how individuals holding management positions in (postmodern) organisations elevate their faith in reason to a level at which it becomes equated with sustainability progress (Parker 1992).…”

The Moral Entrepreneur: A New Component of Ethical Leadership

“…They established an initial pool of 48 items of ethical leadership using the results from an earlier qualitative study by Treviño et al (2000Treviño et al ( , 2003. The latter study requested 20 senior executives and 20 ethics officers from large US companies to think of an ethical leader at the executive level with whom they were familiar and to answer broad questions about the characteristics, behaviors, and motives they associated with that leader.…”

“…Managers become ethical leaders, firstly, by being and behaving ethically, that is, by fulfilling the role of ''moral person''; and, secondly, by promoting the ethical behavior of others through two-way communication, reinforcement, and decision-making, that is, by fulfilling the role of ''moral manager'' (see also Treviño et al 2000).…”

My Boss is Morally Disengaged: The Role of Ethical Leadership in Explaining the Interactive Effect of Supervisor and Employee Moral Disengagement on Employee Behaviors

“…According to the Executive Ethical Leadership Reputation Matrix (Treviño et al 2000;Treviño and Nelson 2011), there are two components of ethical leadership-the moral manager and moral person. The moral person component of ethical leadership illustrates how the leader is likely to behave, whereas the moral manager component encompasses the leader's transactional efforts to strongly convey expectations of ethical conduct among subordinates (Treviño and Nelson 2011).…”